pyramid2dna

About growth & development efforts

This is a working draft. It is also an attention directing tool.

This topic will bubble to the top of my to do list following my conceptual resource wip

The CONCEPTUAL CONTENT for strategic growth and development is a competitive open market commodity. This content is globally available to nearly everyone—an apparent zero competitive advantage—through an increasing variety of channels. An unfolding mix or combination—the application of knowledge to knowledge—applied at different points in time through appropriate structures may provide a temporary advantage.

A first step is the determination that something substantially more than routine experience and work is necessary for healthy situationS—today and tomorrowS.

A typically missing link is an individualized direction diagnosis and REALITY RADAR update, filtering, and scheduling WORK APPROACH. This approach involves thinking several moves ahead with the assumption that competitors could be doing the same. Developing such a work approach is part of the strategic development foundation work mentioned above.

One way of getting an assessment of the VALUE OF AN EFFECTIVE STRATEGIC APPROACH is to review the efforts and outcomes of prominent organizations 10, 20 or 40 years ago. It is also informative to examine the same in previous young, high-growth organizations. This "reconnaissance" highlights changes in the social and economic landscape.

The news often (at least weekly) reports prominent organization stories that illustrate inadequate, ineffective, or inappropriate concepts, tools, activities, functional efforts and marketing assumptions that have already been invalidated by events and changed situations—proceeding under the assumption that tomorrow will be like yesterday or because something apparently worked yesterday or in another organization it will work tomorrow. (Yet they persist in higher education, consulting, the general product (service) approach, high-tech product ideas and book shelves—in spite of all the evidence to the contrary. We can't get to tomorrowS by fine-tuning today.) Among other things ineffective approaches eat up the precious lead time needed for getting to tomorrowS—the aim of strategic development.

List of topics in this Folder

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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