The year 2020 has started in a weird way. And the current virus situation many companies start to struggle. In this context, I see many leaders react in the same way: push for targets!

Here an example. The productivity team has a target to achieve 4 million savings in production costs. Initially a tough objective. Now, imagine production slumps down 20%. We have reached our target. Do we celebrate? Did we really get more excellent? How will our productivity results look like if production is increased by 20%?

Instead of focusing on lagging indicators and financial targets, I advocate to look at how do we operate. How do our structures support collaboration in cross-functional teams? How well are we aligned and promote transparency? Can I talk about my mistakes? Who is listening to my ideas?

Companies that want to achieve sustainable success, need to look more at how we are doing business, focus more on values and principles. Look at the financial indicators once in a while to see if we are on the right track. And, set targets to operate in an effective way - especially for yourself as a leader.

You heard it enough: a clear vision, a meaningful purpose, a comprehensive strategy is the foundation for a successful business. And why is this so important? I share here an alternative and simple idea.

​Today we often observe that teams and entire organisations are pushed to achieve some financial targets - and they all rush, putting a lot of effort to reach these objectives. Is everyone running in the same direction? Are they joining their efforts to create a larger momentum?

In this context, "collective dreams" might be superior to typical lagging indicators:

• they are more tangible and exciting; a dream has a meaning and is typical human-centric and planet-centric
• they are gathering all team members into a "frame" which gives them a direction to run to and also boundaries based on values and principles
• because of that all the efforts are placed into a common purpose and hence creating a momentum
• collective also means that every team member is involved in shaping this dream; it is not a simple top-down communication
• we involve people from all levels because they gain insights from diverse views and create more transparency
• based on the collective nature this direction is easily understood and adopted by the entire team and we have instant alignment

Where do you success with your collective dreams?
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This week I stumbled across this simple explanation of the foundations of agile. A reminder for myself - and for all of us - where does agile come from and what to focus on.

"A set of values and principles that guide the team’s decision making."

For example, the interaction with people is more important the processes and rules; or the collaboration with the customer is more valuable than the contract we negotiated. These will guide a team to priortise the right things.

And as a leader? Give your teams a clear direction, remove barriers, motivate intrinsically, stay close with them and join the party as an equal.

What did I miss?

End of last year, we initiated a benchmark survey on how different companies experience their journey to accelerate innovation mindsets. How can we fully exploit our potential to deliver novel products, processes and experiences to our customers. We presented a number of activities and traits and asked two simple questions: are these important for innovation? and are they established in your organisation?

Here are the results of this APAC-focussed survey; they show clear indications on where to put energy and where to start:

1. Human-centricity is a strong driver for innovation, building on diversity, empathy, respect and curiosity
2. Combine this with an environment that creates focus and agility in delivering value
3. The underlying operational structure facilitates working across silos and drives creativity and execution

Find here the complete survey results: ​The Current State of Innovation - Report.

Big Thank You to all that have participated in the survey!

Today is a special day. Let's sit down and think about what are the positive traits of the people around us. Yes, what is great about our family and friends. And also what are the good deeds of our colleagues, peers, clients, suppliers, business partners, and don't forget that person which you were angry with earlier this week...

In order to be successful in an environment where change and disruption are accelerating, we need to significantly speed up the way we work. Though, success is not achieved with rushing; greater velocity can be achieved with reflection on doing the right thing - slowdown to speedup. Sustainable success is based on creating a frame, empowering people and facilitating intrinsic motivation.

Where do you see these elements in your organisation?

#en

Five Fifty - Soft Skills for a Hard World

"Live the best life you can. Life is a game whose rules you learn if you leap into it and play it to the hilt. Otherwise, you are caught off balance, continually surprised by the shifting play. Non-players often whine and complain that luck always passes them by. They refuse to see that they can create some of their own luck." - Darwi Odrade

from "Chapterhouse: Dune" by Frank Herbert