Some of our members are developing this service. If this interests you from any perspective, why not chat with me

RISKING ALL:
Understanding why the conflict between short-term numbers and intangibles valuation of global leadership is unsustainable.

The lost transparency of our times is due to poor mathematics which gives leadership teams incomplete intelligence to govern with.

We can map the same leadership faultlines in:
• Addiction of Andersen to separating business value from social value
• Brittle network underpinning New York’s power
• Culture rotting over time at NASA

The contextual details of this facilitation workshop for leaders are rich but the systemic lesson is simple. The mathematical operands of multiplication and addition have very different outcomes. Models of corporate performance and valuation are too often being computed only with addition’s assumptions of separability, whereas the trust-flow governance, which is vital for seeing what will happen next, needs to value multiplication’s connectivity.

Our mapping overviews guarantee that you can see how to prevent corporate meltdown from: what one or more local society sees as extreme corporate irresponsibility, or incomplete modelling of network connectivity, or failing to consistently understand how the human relationships of productivity and demand compound culturally.

The future is unsustainable for any organisation, however big, that fails to enable - at every audit cycle - the detection of emerging conflicts. These continuously happen naturally as the environment changes or whenever the internal system forgets that knowledge management depends on people’s emotional intelligences and relationship solidarity. The only unknown is exactly when risking all with intangibles will cause a particular leadership team to lose all their reputation. Why would any board room wish this eventuality upon themselves when simple transparency mapping and multiplicative valuation prevent these systemic risks?


Facilitation Notes

Whilst we can customise the workshop on demand, our recommended format revolves round a pair of 2-day retreats involving two board room teams. Such facilitation opens up peer benchmarking and leadership challenging of each other’s transparency assumptions. If leaders of a global company, or government service, do not have one peer organisation that they already trust for collaborative innovation and benchmarking of the dynamics of living systems, then that is a signal that a larger scale change facilitation program will need to be designed. posted by ..., 6:00 AM  permalink