Using Information Visualization to prepare for ChangeMaking

•

3 recomendaciones•618 vistas

Humantific has been integrating data and information visualization into purposeful Strategic Cocreation for more than ten years. To do that we call upon and share with our clients a much broader innovation enabling toolset than is typically found in the current evolution of the data visualization community. Our "secret innovation enabling sauce" is the hybrid combination of advanced cocreation skills combined with deep visual sensemaking capacity. We share that hybrid combination with our clients and teach organizational leaders how to build SenseMaking for ChangeMaking capacity in their own organizations. Making sense of just the data part is a sub-sub-subset of what Humantific is already doing. Executing multidimensional SenseMaking in the context of ChangeMaking is the much heavier lift.

Empresariales

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
Based in New York
Humantific is a leading
SenseMaking &
ChangeMaking
Consultancy.

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
Making the strange familiar.
Making the familiar strange.
William J.J. Gordon
Synectics: The Development of Creative Capacity
1961

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
4
Small
Messes
Products
and Services
Messes
Societal
Messes
Organizational
Messes
As complexity rises, so does the need for SenseMaking

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
Humantific SenseMaking
5-Dimensional Model

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
SenseMaking can be applied in different contexts
VS
Social
SenseMaking
Business
SenseMaking

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.7
Humantific SenseWHEN Lens: Data can only take you so far
Requires Framing
& Imagination
We ask…
WHEN is the picture you want to create?
YESTERDAY TodayTODAY TOMORROW
Requires Data
& Facts

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
SenseMaking as Fuel for ChangeMaking

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.9
Information Fields Accelerate ChangeMaking
No Information Fields &
No CoCreation Tools
Information Fields &
CoCreation Tools
• Not Aligned
• Time Consuming
• Narrow Understanding
• Aligned
• Accelerated
• Broad Understanding

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.10

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.11

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.15

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.16

InsightLab | StrategyLab | UnderstandingLab Copyright © 2002-2012 Humantific Inc. All Rights Reserved.

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.19

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
Visual Modeling Examples
VISUAL
ORGANIZATION
VISUAL
MODELING
VISUAL
STORYTELLING
VISUAL
INVESTIGATION

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.34
TOP 5 BENEFITS
1. Shared Understanding of a Situation
(Everyone on the same page)
2. Maximizes diverse brainpower
3. Information serves as fuel for
Innovation
4. Innovation is accelerated
5. Alignment & Buy-in
(why change is needed)

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.35
Before Change Happens:
New Seeing Happens
New Understanding Happens
New Thinking Happens
Copyright © 2002-2012 Humantific Inc. All Rights Reserved.

SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.36
www.humantific.com
SenseMaking for ChangeMaking
Elizabeth Pastor
epastor@humantific.com
©
©

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TIMES BPO: Business Plan For Startup Industry

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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdf

Pridesys IT Ltd.

Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource planning, procurement of raw materials, production management, inventory management, import-export process, order reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc. With this automated solution you can easily track your business activities and entire operations of your garments manufacturing proces

Profiles of Iconic Fashion Personalities.pdf

TTop Threads

The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.

Using Information Visualization to prepare for ChangeMaking

3. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Making the strange familiar. Making the familiar strange. William J.J. Gordon Synectics: The Development of Creative Capacity 1961

4. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. 4 Small Messes Products and Services Messes Societal Messes Organizational Messes As complexity rises, so does the need for SenseMaking

7. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.7 Humantific SenseWHEN Lens: Data can only take you so far Requires Framing & Imagination We ask… WHEN is the picture you want to create? YESTERDAY TodayTODAY TOMORROW Requires Data & Facts

9. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.9 Information Fields Accelerate ChangeMaking No Information Fields & No CoCreation Tools Information Fields & CoCreation Tools • Not Aligned • Time Consuming • Narrow Understanding • Aligned • Accelerated • Broad Understanding

34. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.34 TOP 5 BENEFITS 1. Shared Understanding of a Situation (Everyone on the same page) 2. Maximizes diverse brainpower 3. Information serves as fuel for Innovation 4. Innovation is accelerated 5. Alignment & Buy-in (why change is needed)

35. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.35 Before Change Happens: New Seeing Happens New Understanding Happens New Thinking Happens Copyright © 2002-2012 Humantific Inc. All Rights Reserved.

Notas del editor

Before meaningful change can be created, one must understand as many aspects of the present state as possible. SenseMaking in an organizational context is the strategic activity of making sense of ambiguous complex situations. ChangeMaking in an organizational context is the strategic activity of moving from an existing state to a co-created future state.
There is information in the room. Key to everything we do is Visual SenseMaking. We make the information fields that are going to help the participants think about the problem and do forward thinking.
• With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
• With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
• With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
• With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.

Using Information Visualization to prepare for ChangeMaking

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