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Risk & Resilience

Risk threshold management.

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Mindset, Psychological Safety & High Performance, Risk & Resilience, Servant & Multiplier Leadership,

Agile Mindset

by Mike16/08/2021no comment

Our bodies were not built to cope with stress on a sustained basis. Our brain is designed to survive and react innately. Today we no longer see a lion, and our first reaction is to run, the dangers are different and the response should also be different, we need to be very aware of this. We need to respond differently to new and complex experiences, it is important to disassociate our mind and our body, from genetic reactions, culturally learned, through a new way of thinking, to create strength and mental muscle to face uncertainty and make sure we have access to our maximum cognitive capacity, unlearning our genetic and cultural reactions.

An agile mindset is based on increasing awareness and generating internal leadership mastery, responding according to our goals, generating comfort from discomfort, developing continuous improvement of ourselves, using our mind and subconscious to maximize our cognition and beliefs for the benefit of ourselves and our interaction.

Agile values ​​and principles define, “being”, while practices are oriented to “doing”, the change begins in our intellectual mind and through praxis, we generate new habits, which allow us to achieve results in a sustained way, for this reason it is important to know our direction and purpose, we live from head to toe and express it from the inside out, this establishes our vibration, allows us to achieve the results we want.

Actionable learning is one of the relevant skills part of an agile mindset that implies putting aside psychological risk, improving the learning process, exceeding the established achievement, we create the minimum, necessary to act, we discover and at the same time we deliver value. The last responsible moment is another relevant skill, decisions become critical, when times change rapidly, the more uncertain a situation is, the more we yearn for certainty, responding by maximizing the time available, to satisfy critical criteria is of vital importance.

Possibilities arise when we believe in ourselves, we accept ourselves, we are not perfect and we live in an imperfect world, we prioritize based on value and thereby define objectives, we focus on verification and data (avoid cognitive biases), we are resilient, we convert losses in opportunities and we de-escalate and simplify to act.

In this way, we iteratively generate resilience, to recover and learn quickly, turn losses into gains, moving from survival to prosperity, remembering that the error is one more performance data, a data, a chronic state of learning, an attempt, below the proposed objective, leaving an impression of increase, of progress, taking the best of people.

Miguel Martínez. August 16, 2021.

Bibliography:

  1. Blanchard, K. H., & Broadwell, R. (2018). Servant leadership in action: How you can achieve great relationships and results. Oakland, Ca: Berrett-Koehler ,, a BK Business book.
  2. Dweck, C. S. (2016). Mindset: The new psychology of success. New York: Ballantine Books.
  3. Hauck, C. (2021). Shine: Ignite your inner game to lead consciously at work and in the world. Sounds True.
  4. Proctor, B. (2007). You were born rich: Now you can discover and develop those riches. LifeSuccess.
  5. Koestenbaum, P. (2010). Leadership: The inner side of greatness: A philosophy for leaders. San Francisco, CA: Jossey-Bass.

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Risk & Resilience, SelfOrganization & Delivery Responsability,

Lessons learned Agile and COVID 19.

by Mike01/10/2020no comment

In this article we would like to address in a practical way the explanation of a crisis response model with agile and useful to face any other:

The global scenario that we are living today is the following, according to the IOW, 436 million companies in the world are at risk of closing, unfortunately many have already done so, therefore it is necessary to adopt urgent measures to help these businesses and their collaborators.

The image below simplifies the business reality that is being experienced today. According to Gartner we have 3 phases in the impact of a crisis.

  1. The decline, legislatively established.
  2. The reopening, with subsidies, market protection and restructuring
  3. The new normal, when protectionism fades and subsidies are no longer vital.

These 3 phases in turn involve 3 ways of acting respectively:

  1. Response, immediate actions to keep people and essential business operation, this relatively short period is marked by great effort and potentially chaotic activity. Activities: (1) Temporary solutions to maintain vital business functions.
  2. Recovery, restart of activities, reopening, rehiring, budgeting, supplying, creating a plan to recover a scalable state, more organized / coordinated effort to stabilize operations. Average duration. Key activities: (1) Create a plan to restore a scalable state. (2) Identify the capabilities you need to harden, refactor, reopen, rehire, refund, and replenish and
  3. Renewal, strategic, durable execution process throughout the organization. Using lessons learned and emerging patterns from previous phases as elements of a new foundation, the key activities are: (1) Learn to perform operations processes and workflows in new, repeatable, and scalable ways, (2) Use lessons learned and emerging patterns from earlier phases to coalesce around a new foundation and a way forward.

The way the Recovery is approached will have a significant impact on our position in the market, there is a baseline that raises the return to this new normal. Below the baseline we will find, the reduction of operations and below the withdrawal from the market. In the average or baseline we will have the return, and above this we will have the re-invention and re-escalation or growth.

The decline was framed by 3 key constraints, for most of the businesses:

  1. Mobility and safety, safety of our employees, restricted mobility by decreeing a healthy distance and closing business operations.
  2. Face-to-face communication, enabling a way of working that prevents direct contact between collaborators and clients to safeguard their physical and emotional integrity.
  3. Continuity of operations, identify the priority business processes that allow the continuity of the service, in such a way that all those that can be operated under the 2 previous restrictions were a reality, the base tool is remote work.

The key trends for business recovery have been the following:

  1. Digital Transformation, enable the infrastructure and automation of business processes that allow a digital operation.
  2. Remote Work, enable virtual work to provide an operation platform that allows digital interactions of the business, clients and collaborators.
  3. Agile to maximize value and accelerate recovery, operate agile every day.

Graph 1: Agile and COVID 19.

Source: Miguel Martínez (2020). Based on Gartner (6).

At Exponential Agility we have outlined our own strategy aligned with this approach, we initially published it 6 months ago, the main premises of agile for planning for response, recovery and renewal consist of:

A. ACCEPTING CHANGE AND ACTIONABLE THINKING: (1) Decentralize decision-making, (2) generate alternatives for the benefit of the (3) psychological safety of the environment and (4) business economics.

B. ESTABLISHING A CONTINUOUS, OPEN AND TRANSPARENT COMMUNICATION CHANNEL:(1) Establish teams and feedback loops at all levels, (2) Clarify and manage expectations in these cycles with stakeholders, (3) Define what value is.

C. IDENTIFY AND MEET CRITICAL NEEDS: (1) Not everything is easy to do, nor everything should be done, (2) Decompose and define the situation into manageable pieces, (3) Gain clarity and prioritize attention to needs based on the definition of value.

D. CO-CREATE THE MEANINGFUL SOLUTIONS: (1) Be a facilitator, co-create solutions as hypotheses to be tested (2) Prioritize by defining value and causality, (3) Act with meaning and experiment with hypotheses.

E. DELIVER THE RESULTS IN AN ITERATIVE, INCREMENTAL AND EMERGING WAY: (1) Execution discipline in the feedback of results in the established cycles, (2) Preserve alignment, autonomy to ensure delivery of solutions, (3) Ensure the psychological safety of the environment.

F. PERFORM A JOB INSPECTION AND ADAPTATION: (1) Review and feedback the results according to the established cycles, (2) Adapt the results based on the lessons learned from the target achievement level, (3) Improve or pivot.

Graph 2: Agile Mindset for Attention to a Crisis.

Source: Miguel Martínez (2020). Own Elaboration.

 Thus, we must maintain this mental focus to plan the activities of our delivery roadmap, remembering the flow orientation and the short time limits to execute our blogs, after having our agile roadmap that defines how we will deliver our strategy, let’s remember where we want to reach each phase and if that is going to help us reach the next level. We would thus have 5 possible archetypes of scenarios:

Table 1: Possible Positions in the Market.

Source: Gartner (6).

Gartner describes possible post-pandemic pathways as rescale, reinvent, go back, downsize, and retire, although many of those pathways are not straightforward. It is in the renewal phase that wise leaders take the opportunity to reestablish or rebuild their business models and operations for a new reality, regardless of the current state or inertial behavior, the truth is that it is necessary to see it with a new mindset that is what most challenging of all.

Table 2: Phases of attention of a crisis.

Source: Miguel Martínez (2020). Own Elaboration based on Gartner (6).

To gain clarity and conduct future product inspections and adaptations, we will use a product framework and roadmap, using the approach outlined by Roman Peachler at Strategize, to define our vision and strategy.

Graph 3: Product strategy.

Source: Strategize by Roman Pichler (12).

Graph 4: Crisis Response Strategy Framework.

Source: Miguel Martínez (2020). Based on Strategize by Roman Pichler (12).

Graph 5: Exemplary Roadmap.

Source: Mindwires.

Graph 6: Phases of attention to a crisis.

Source: Miguel Martínez (2020). Own Elaboration based on Gartner (6).

Agile is a strategy for the response, recovery and renewal of business, useful to face almost any type of crisis, it allows us to accelerate our digital transformation, combined with remote work and leveraged with the normalization of a new way of working, as a leader Executive of a business, do you expect another crisis to impact your business? We invite you to transform yourself so that this impact is positive and your company enjoys advantages, at Exponential Agility we can help you.

Contact us at: contact@exponentialagility.org

Thank you very much for reading our articles.

Miguel Martínez, October 2020.

Bibliography:

  1. AG, D. (2020, March 10). Respond and Recover | Crisis management in unprecedented times. Retrieved August 20, 2020, from https://www2.deloitte.com/us/en.html
  2. Allas, T., Sjatil, P. E., Stern, S., & Windhage, E. (2020, April). How European businesses can position themselves for recovery. Retrieved September 10, 2020, from https://www.mckinsey.com/
  3. C, B., 2020. Domains Of Business Agility – Business Agility Institute. [online] Business Agility Institute. Available at: <https://businessagility.institute/learn/domains-of-business-agility/> [Accessed 28 September 2020].
  4. Dreyfus model of skill acquisition. (2020, June 18). Retrieved September 18, 2020, from https://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
  5. Harvard business essentials: Crisis management: Master the skills to prevent disasters. (2004). Boston, MA: Harvard Business School Press.
  6. Howard, C., 2020. Reset Your Business Strategy In COVID-19 Recovery. [online] Gartner.com. Available at: <https://www.gartner.com/smarterwithgartner/reset-your-business-strategy-in-covid-19-recovery/> [Accessed 28 September 2020].
  7. Mahadevan, D. (2018, February 20). ING’s agile transformation. Retrieved September 19, 2020, from https://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation
  8. Mitchell, C. (n.d.). The Conference Board – TCB C Suite Challenge 2020 Covid19 Recovery. Retrieved September 10, 2020, from https://conference-board.org/us/
  9. LEANTALK, 2020. The Ultimate Lean Talk Forum and Blog- About Us. [online] Leantalk.org. Available at: <https://leantalk.org/about-leantalk-org> [Accessed 14 September 2020].
  10. One, V. (n.d.). 14th Annual State of Agile Report. Retrieved September 10, 2020, from https://stateofagile.com/
  11. O’rreally, B. (2020, May 11). Scaling Innovation Means Descaling Work. Retrieved September 10, 2020, from https://barryoreilly.com/resources/
  12. Pichler, R. (2016). Strategize: Product strategy and product roadmap practices for the digital age. Lieu de publication non identifié, DE: Pichler Consulting.
  13. Saenz, H., Supko, M., &amp; O’Keefe, D. (n.d.). Why Return to “Normal” When You Can Recover to a Winning Position? Retrieved September 10, 2020, from https://www.bain.com/

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Risk & Resilience, SelfOrganization & Delivery Responsability,

Lecciones aprendidas Agile y COVID 19.

by Mike01/10/2020no comment

El escenario global que se vive el día de hoy es el siguiente: según la OIT, 436 millones de empresas en el mundo se encuentran en riesgo de cerrar, desafortunadamente muchas ya lo han hecho, por ello es necesario adoptar medidas urgentes para ayudar a estos negocios y a sus colaboradores.

Agile es una estrategia para la respuesta, recuperación y renovación de los negocios, útil para enfrentar casi cualquier tipo de crisis, nos permite acelerar nuestra transformación digital, combinada con el trabajo remoto y apalancada con la normalización de una nueva forma de trabajo, como líder ejecutivo de un negocio, ¿esperas que otra crisis impacte a tu negocio, ¿qué esperas para implantar Agile?.

Lecciones aprendidas Agile y COVID 19.

En este artículo nos gustaría abordar de forma práctica la explicación de un modelo de atención a crisis con agile y útil para enfrentar cualquier otra:

El escenario global que se vive el día de hoy es el siguiente, según la OIT, 436 millones de empresas en el mundo se encuentran en riesgo de cerrar, desafortunadamente muchas ya lo han hecho, por ello es necesario adoptar medidas urgentes para ayudar a estos negocios y a sus colaboradores.

 La imagen a continuación simplifica la realidad empresarial que se está viviendo el día de hoy. Según Gartner tenemos 3 fases en el impacto de una crisis.

  1. El declive, legislativamente instaurada.
  2. La reapertura, con subsidios, protección de mercados y reestructuraciones
  3. La nueva normalidad, cuando se desvanece el proteccionismo y los subsidios ya no son vitales.

Estas 3 fases implican a su vez 3 formas de actuar respectivamente:

  1. Respuesta, acciones inmediatas para mantener a las personas y la operación esencial del negocio, este período relativamente corto está marcado por un gran esfuerzo y una actividad potencialmente caótica. Actividades: (1) Soluciones temporales para mantener las funcionas vitales del negocio.
  2. Recuperación, reinicio de las actividades, reapertura, recontratación, presupuestación, proveeduría, creación de un plan para recuperar un estado escalable, esfuerzo más organizado / coordinado para estabilizar las operaciones. Duración media. Actividades clave: (1) Cree un plan para restaurar un estado escalable. (2) Identifique las capacidades que necesita para fortalecer, refactorizar, reabrir, recontratar, reembolsar y reabastecer y
  3. Renovación, estratégico, proceso de ejecución durable a lo largo de la organización. Uso de lecciones aprendidas y patrones emergentes de fases previas como elementos de una nueva fundación, las actividades clave son: (1) Aprenda a realizar procesos de operaciones y flujos de trabajo de formas nuevas, repetibles y escalables, (2) Utilice las lecciones aprendidas y los patrones emergentes de fases anteriores para fusionarse en torno a una nueva base y un camino a seguir.

La forma que se aborde la Recuperación tendrá un impacto significativo en nuestra posición en el mercado, existe una línea base que plantea el regreso a esta nueva normalidad. Por debajo de la línea base encontraremos, la reducción de las operaciones y más abajo la retirada del mercado. En el promedio o línea base tendremos el regreso, y por encima de este tendremos la re-invención y re-escalación o crecimiento.

El declive estuvo enmarcado por 3 restricciones clave, para gran parte de los negocios:

  1. Movilidad y seguridad, seguridad de nuestros colaboradores, movilidad restringida al decretar una sana distancia y cerrar las operaciones de los negocios.
  2. Comunicación cara a cara, habilitación de una forma de trabajo que impidiera el contacto directo entre colaboradores y clientes para salvaguardar su integridad, física y emocional.
  3. Continuidad de las operaciones, identificar los procesos prioritarios del negocio que permiten la continuidad del servicio, de tal forma que todos aquellos que se pueden operar bajo las 2 restricciones previas eran una realidad, la herramienta base es el trabajo remoto.

Las tendencias clave para la recuperación de los negocios han sido las siguientes:

  1. Transformación Digital, habilitar la infraestructura y la automatización de procesos del negocio que permita una operación digital.
  2. Trabajo Remoto, habilitar el trabajo virtual para proporcionar una plataforma de operación que permita las interacciones digitales del negocio, clientes y colaboradores.
  3. Agile para maximizar el valor y acelerar la recuperación, operar con ágil todos los días.

Gráfica 1: Agile y COVID 19.

Fuente: Miguel Martínez (2020). Basada en Gartner (6).

En Exponential Agility hemos delineado una estrategia propia alineada a este enfoque, la hemos publicado inicialmente hace 6 meses, las premisas principales de agile para realizar una planeación para la respuesta, recuperación y renovación consisten en:

  1. ACEPTAR EL CAMBIO Y PENSAMIENTO ACCIONABLE: (1) Descentralizar la toma de decisiones, (2) generar alternativas en beneficio de la (3) seguridad psicológica del ambiente y la (4) economía del negocio.
  2. ESTABLECER UN CANAL DE COMUNICACIÓN, CONTINUO, ABIERTO Y TRANSPARENTE: (1) Establecer equipos y ciclos de retroalimentación en todos los niveles, (2) Clarificar y gestionar expectativas en estos ciclos con los stakeholders, (3) Definir qué es valor.
  3. IDENTIFICAR Y SATISFACER LAS NECESIDADES CRÍTICAS: (1) Ni todo es fácil de hacer, ni todo debe hacerse, (2) Descomponer y definir en piezas manejables la situación, (3) Ganar claridad y priorizar la atención de necesidades con base a la definición de valor.
  4.  CO-CREAR LAS SOLUCIONES SIGNIFICATIVAS: (1) Ser un facilitador, co-crear las soluciones como hipótesis a probar (2) Priorizar mediante la definición de valor y a la causalidad, (3) Actuar con significado y experimentar las hipótesis.
  5. ENTREGAR DE FORMA ITERATIVA, INCREMENTAL Y EMERGENTE LOS RESULTADOS:(1) Disciplina de ejecución en la retroalimentación de resultados en los ciclos establecidos, (2) Preservar la alineación, autonomía para asegurar entrega de soluciones, (3) Velar por la seguridad psicológica del ambiente.
  6. REALIZAR UNA INSPECCIÓN Y ADAPTACIÓN DEL TRABAJO: (1) Revisar y retroalimentar los resultados de acuerdo a los ciclos establecidos, (2) Adaptar los resultados con base a las lecciones aprendidas del nivel de logro objetivo, (3) Mejorar o pivotar.

 Gráfica 2: Mindset Agile para la Atención a una Crisis.

Fuente: Miguel Martínez (2020). Elaboración Propia.

Así, debemos mantener este enfoque mental para planear las actividades de nuestro roadmap de entrega, recordando la orientación al flujo y las fronteras de tiempo cortas para ejecutar nuestras bitácoras, después de tener nuestro roadmap de agile que define como entregaremos nuestra estrat, recordemos a donde queremos llegar en cada fase y si eso nos va ayudar a alcanzar el siguiente nivel. Tendríamos así 5 posibles arquetipos de escenarios:

Tabla 1: Posibles Posiciones en el Mercado.

Fuente: Gartner(6).

Gartner describe las posibles vías pospandémicas como reescalar, reinventar, regresar, reducir y retirar, aunque muchas de esas vías no son directas. Es en la fase de renovación que los líderes sabios aprovechan la oportunidad para restablecer o reconstruir sus modelos de negocio y operaciones para una nueva realidad, independientemente del estado actual o comportamiento inercial, lo cierto es que es necesario verlo con un nuevo mindset que es lo más retador de todo.

Tabla 2: Fases de atención de una crisis.

Fuente: Miguel Martínez (2020). Basado en Gartner(6).

 Para ganar claridad y realizar futuras inspecciones y adaptaciones del producto, usaremos un marco y roadmap de producto, usando el enfoque descrito por Roman Peachler en Strategize,para definir nuestra visión y estrategia.

Grafica 3: Estrategia de producto.

Fuente: Strategize de Roman Pichler (12).

Gráfica 4: Marco de Estrategia de Atención a Crisis.

Fuente: Miguel Martínez (2020). Basado en Strategize de Roman Pichler (12).

Gráfica 5: Roadmap Ejemplificativo.

Fuente: Mindwires.

Gráfica 6: Fases de atención a una crisis.

Fuente: Miguel Martínez (2020). Elaboración Propia basado en Gartner (6).

Agile es una estrategia para la respuesta, recuperación y renovación de los negocios, útil para enfrentar casi cualquier tipo de crisis, nos permite acelerar nuestra transformación digital, combinada con el trabajo remoto y apalancada con la normalización de una nueva forma de trabajo, como líder ejecutivo de un negocio, ¿esperas que otra crisis impacte a tu negocio?,  te invitamos a transformarte para que este impacto sea positivo y tu empresa goce de ventajas, en Exponential Agility te podemos ayudar.

Contáctanos a: contact@exponentialagility.org

Muchas gracias por leer nuestros artículos.

Miguel Martínez, octubre 2020.

Bibliografía:

  1. AG, D. (2020, March 10). Respond and Recover | Crisis management in unprecedented times. Retrieved August 20, 2020, from https://www2.deloitte.com/us/en.html
  2. Allas, T., Sjatil, P. E., Stern, S., &amp; Windhage, E. (2020, April). How European businesses can position themselves for recovery. Retrieved September 10, 2020, from https://www.mckinsey.com/
  3. C, B., 2020. Domains Of Business Agility – Business Agility Institute. [online] Business Agility Institute. Available at: <https://businessagility.institute/learn/domains-of-business-agility/> [Accessed 28 September 2020].
  4. Dreyfus model of skill acquisition. (2020, June 18). Retrieved September 18, 2020, from https://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
  5. Harvard business essentials: Crisis management: Master the skills to prevent disasters. (2004). Boston, MA: Harvard Business School Press.
  6. Howard, C., 2020. Reset Your Business Strategy In COVID-19 Recovery. [online] Gartner.com. Available at: <https://www.gartner.com/smarterwithgartner/reset-your-business-strategy-in-covid-19-recovery/> [Accessed 28 September 2020].
  7. Mahadevan, D. (2018, February 20). ING’s agile transformation. Retrieved September 19, 2020, from https://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation
  8. Mitchell, C. (n.d.). The Conference Board – TCB C Suite Challenge 2020 Covid19 Recovery. Retrieved September 10, 2020, from https://conference-board.org/us/
  9. LEANTALK, 2020. The Ultimate Lean Talk Forum and Blog- About Us. [online] Leantalk.org. Available at: <https://leantalk.org/about-leantalk-org> [Accessed 14 September 2020].
  10. One, V. (n.d.). 14th Annual State of Agile Report. Retrieved September 10, 2020, from https://stateofagile.com/
  11. O’rreally, B. (2020, May 11). Scaling Innovation Means Descaling Work. Retrieved September 10, 2020, from https://barryoreilly.com/resources/
  12. Pichler, R. (2016). Strategize: Product strategy and product roadmap practices for the digital age. Lieu de publication non identifié, DE: Pichler Consulting.
  13. Saenz, H., Supko, M., &amp; O’Keefe, D. (n.d.). Why Return to “Normal” When You Can Recover to a Winning Position? Retrieved September 10, 2020, from https://www.bain.com/

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Extreme Learning, Psychological Safety & High Performance, Risk & Resilience,

Innovation, a living laboratory.

by Mike01/06/2020no comment

There is a close relationship between innovation and the risk predisposition threshold.

The higher your range of risk predisposition, the greater your capacity for innovation, the higher risks we have, the more possibility we have of building new things; instead, if we always do the same, we have a low risk level and the most that we are in our comfort zone, it’s also related to the responsible management of risks and the level of personal resilience, in the event that our mitigation strategy fails when the risk materializes, it resides in how we prepare ourselves to turn a loss into profit, to how fast we do it, as we are aware of our limiting beliefs and our new effective approaches.

Learning presents a challenge, it is no one else’s challenge and personal commitment. These active and dynamic relationships are what make us grow and get out of our comfort area, going through fear, learning itself and growth.

The success of many research laboratories, which have a close and effective relationship with industries, resides here, in this existing relationship between innovation, resilience, risk and psychological security, it is something that they have always known and masterfully handle, they scale it at the organizational level vertically and horizontally, start-ups feed on it, it is an internal fire, a fuel, but it is not an ether, but something concrete that is measured with results and growth every day.

In many large companies and underdeveloped cultures, it does not mean the same, but quite the opposite. Of course, there are exceptions, remember that human beings are not brought from Mars, it applies to both perspectives.

Although it is true that many companies do not need it, it is part of a culture of development, of a team of people, where experimentation is a valid way to learn, a culture where the language of innovation is based on levels of achievement, the learning cycles, there is psychological security and physical security, there are learning simulators, all embedded in everyday life, the advantage gained by learning fast is latent and well known, learning frequently with doing, starting small, building iteratively and incrementally, defining our purpose of massive transformation, which not only includes our company, but our community, where we all collaborate to build value, the exchange of value is the greatest asset, is directly proportional to the prosperity, the experience and the positive impact that is generated in the community and in the environment.

It is very important that, as catalysts for innovation, we know all these concepts, in a practical and theoretical way, since the main innovation laboratory is ourselves, it is our responsibility, as we want to be, of no one else.

Miguel Martínez.

May 2020.

Bibliography:

 

  • Piscione, D. P. (2014). The risk factor: Why every organization needs big bets, bold characters and the occasional spectacular failure. New York: Palgrave Macmillan.
  • Ferriss, T., & Piñeiro, D. O. (2017). Titanes: Tácticas, rutinas y hábitos de multimillonarios, estrells y artistas famosos. Ciudad de México: Paidós Empresa.
  • Josephs, A., & Rubenstein, B. (2018). Risk up front: Managing projects in a complex world. Austin, TX: Lioncrest Publishing.
  • Bodell, L. (2017). Why simple wins: Escape the complexity trap and get to work that matters. New York, NY: Bibliomotion.
  • Your Company Is Too Risk-Averse. (2020, March/April). Hardvard Business Review, (March & April)

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Extreme Learning, Psychological Safety & High Performance, Risk & Resilience,

La innovación, un laboratorio viviente.

by Mike01/06/2020no comment

Existe una relación estrecha entre a innovación y el umbral de predisposición al riesgo.

Entre mayor sea tu rango de predisposición al riesgo, mayor es tu capacidad de innovación, al enfrentar riesgos más altos tenemos más posibilidad de construir cosas nuevas, en cambio, sí siempre hacemos lo mismo, tenemos un nivel de riesgo bajo y lo más probable es que estemos en nuestra zona de confort, también esta relacionada la gestión responsable de los riegos y el nivel de resiliencia personal, en caso que falle nuestra estrategia de mitigación al materializarse el riesgo, reside en cómo nos preparamos para convertir una pérdida en ganancia, a que velocidad lo hacemos, como somo conscientes de nuestras creencias limitantes y de nuestros nuevos enfoques efectivos.

El aprendizaje presenta un reto, es un reto y compromiso personales de nadie más. Estas relaciones activas y dinámicas, son las que nos hacen crecer y salir de nuestra área de confort, transitando por el miedo, el aprendizaje propiamente dicho y el crecimiento.

Riesgos y Resiliencia

El éxito de muchos laboratorios de investigación, que tienen relación estrecha y efectiva con las industrias, reside aquí, en esta relación existente entre la innovación, la resiliencia, el riesgo y la seguridad psicológica, es algo que siempre han sabido y lo manejan con maestría, lo escalan a nivel organizacional vertical y horizontalmente, las start-ups se alimentan de ello, es un fuego interior, un combustible, pero no es un éter, sino, algo concreto que se mide con resultados y crecimiento todos los días.

En muchas empresas grandes y culturas subdesarrolladas, no significa lo mismo, sino todo lo contario.

Si bien es cierto, que muchas empresas no lo necesitan, es parte de una cultura de desarrollo, de un equipo de personas, donde la experimentación es una forma válida para aprender, una cultura donde el lenguaje de la innovación, está basada en los niveles de logro, los ciclos de aprendizaje, existe la seguridad psicológica y la seguridad física, existen los simuladores de aprendizaje, todo ello embebido en el día a día, la ventaja que se gana aprendiendo rápido es latente y bien conocida, aprender de forma frecuente con el hacer, empezando en pequeño, construyendo de forma iterativa e incremental, definiendo nuestro propósito de transformación masivo, que no solo incluya a nuestra empresa, sino a nuestra comunidad, donde todos colaboremos para construir valor, el intercambio de valor es el activo más grande, es directamente proporcional a la prosperidad, la experiencia y el impacto positivo que se genera en la comunidad y en el ambiente.

Es muy importante que, como catalizadores para la innovación, conozcamos todos estos conceptos, de manera práctica y teórica, ya que el laboratorio principal de innovación somos nosotros mismos, es nuestra responsabilidad, como queremos ser, de nadie más.

Miguel Martínez.

Mayo 2020.

Bibliografía:

  • Piscione, D. P. (2014). The risk factor: Why every organization needs big bets, bold characters and the occasional spectacular failure. New York: Palgrave Macmillan.
  • Ferriss, T., & Piñeiro, D. O. (2017). Titanes: Tácticas, rutinas y hábitos de multimillonarios, estrells y artistas famosos. Ciudad de México: Paidós Empresa.
  • Josephs, A., & Rubenstein, B. (2018). Risk up front: Managing projects in a complex world. Austin, TX: Lioncrest Publishing.
  • Bodell, L. (2017). Why simple wins: Escape the complexity trap and get to work that matters. New York, NY: Bibliomotion.
  • Your Company Is Too Risk-Averse. (2020, March/April). Hardvard Business Review, (March & April).

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Psychological Safety & High Performance, Risk & Resilience,

Why do we talk about psychological security, resilience and risk in the workplace?

by Mike22/05/2020no comment

Because it allows us to expand our level of innovation in the company.

Innovation is closely linked to the risk tolerance of the organization or business unit, which is why it is necessary to know its threshold, in order to increase the company’s level of competitiveness in the market.

It is about knowing yourself as an executive and after knowing these properties in our collaborators and companies.

Risk is a valuable potential loss, resilience is the capacity and speed in which we transform a loss into profit, this occurs through a system of safe experimentation and learning and the depersonalization of risk.

We responsibly assume risk, through its identification, management and the assurance of safe spaces, we learn from the materialization of risk, we detect our limiting beliefs and we outline new effective approaches, to manage risk and expand our level of resilience.

Psychological security consists of creating a safe environment where an experimentation system is executed, which allows us to manage risks effectively and if they materialize they are depersonalized, with the aim of learning as quickly as possible, turning losses into profits and levels of achievement in learning.

Experimentation is closely linked to innovation, the more focused experiments, with a high risk we execute, the greater the possibility of building something new and being more effective, for this it is necessary to evaluate the ROI of the project, to group our impact projects, in a portfolio that allows us to value them in a balanced way and according to the type of company we are looking for, innovative or moderate risk.

For this, it is necessary to be aware both personally and interpersonally of the levels of risk tolerance and our resilience, in order to be consistent in the company, keep it aligned and competitive most of the time.

Agile guarantees that what we have decided to do, we will do it well, a reliable experimentation system allows us to increase the effectiveness or level of achievement of what we do, through this duo we obtain efficiency and effectiveness respectively.

Miguel Martínez.

April 2020.

Bibliography:

  • Piscione, D. P. (2014). The risk factor: Why every organization needs big bets, bold characters and the occasional spectacular failure. New York: Palgrave Macmillan.
  • Ferriss, T., & Piñeiro, D. O. (2017). Titanes: Tácticas, rutinas y hábitos de multimillonarios, estrells y artistas famosos. Ciudad de México: Paidós Empresa.
  • Josephs, A., & Rubenstein, B. (2018). Risk up front: Managing projects in a complex world. Austin, TX: Lioncrest Publishing.
  • Bodell, L. (2017). Why simple wins: Escape the complexity trap and get to work that matters. New York, NY: Bibliomotion.
  • Your Company Is Too Risk-Averse. (2020, March/April). Hardvard Business Review, (March & April).

 

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