Bahan Workshop “Executive Program for Sustainable Partnership (EPSP)” | lppm.ut.ac.id

(1)

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

PROTOTYPING

FRANS

Sugiarta

(2)

Entering

The Age of Disruption

The journey ahead of us is

INCREASINGLY

becoming

more

CHALLENGING

and

INTERESTING

both for us

(3)

(4)

3

It is estimated that by 2025, the number of Americans over 60 will increase by 70%. Over the next decade we will see the challenge of an aging population come to the fore. New perceptions of what it means to age, as well as the emerg-ing possibilities for realistic, healthy life-extension, will begin take hold.

Individuals will need to rearrange their approach to their careers, family life, and education to accommodate this de-mographic shift. Increasingly, people will work long past 65 in order to have adequate resources for retirement. Multiple careers will be commonplace and lifelong learning to pre-pare for occupational change will see major growth. To take advantage of this well-experienced and still vital workforce, organizations will have to rethink the traditional career paths in organizations, creating more diversity and lexibility.

Aging individuals will increasingly demand opportunities, products, and medical services to accommodate more healthy and active senior years. As we move toward to a world of healthier lifestyles and holistic approaches to what we eat, how we work, and where we live, much of daily life—and the global economy as a whole—will be viewed through the lens of health.

We are on the cusp of a major transformation in our relationships with our tools. Over the next decade, new smart machines will enter ofices, factories, and homes in numbers we have never seen before. They will become integral to production, teaching, combat, medicine, security, and virtually every domain of our lives. As these machines replace humans in some tasks, and augment them in others, their largest impact may be less obvious: their very presence among us will force us to confront important questions.

What are humans uniquely good at? What is our compara-tive advantage? And what is our place alongside these machines? We will have to rethink the content of our work and our work processes in response.

In some areas, a new generation of automated systems will replace humans, freeing us up to do the things we are good at and actually enjoy. In other domains, the machines will become our collaborators, augmenting our own skills and abilities. Smart machines will also establish new expecta-tions and standards of performance. Of course, some rou-tine jobs will be taken over by machines—this has already happened and will continue. But the real power in robotics technologies lies in their ability to augment and extend our own capabilities. We will be entering into a new kind of partnership with machines that will build on our mutual strengths, resulting in a new level of human-machine col-laboration and codependence.

We begin every foresight exercise with thinking about drivers—big disruptive shifts that are likely to

reshape the future landscape. Although each driver in itself is important when thinking about the future,

it is a conluence of several drivers working together that produces true disruptions. We chose the six drivers

that emerged from our research as the most important and relevant to future work skills.

1 extreme

longevity:

Increasing global lifespans change the

nature of careers and learning

Workplace automation nudges human workers out of rote,

repetitive tasks

Source:

3

It is estimated that by 2025, the number of Americans over 60 will increase by 70%. Over the next decade we will see the challenge of an aging population come to the fore. New perceptions of what it means to age, as well as the emerg-ing possibilities for realistic, healthy life-extension, will begin take hold.

Individuals will need to rearrange their approach to their careers, family life, and education to accommodate this de-mographic shift. Increasingly, people will work long past 65 in order to have adequate resources for retirement. Multiple careers will be commonplace and lifelong learning to pre-pare for occupational change will see major growth. To take advantage of this well-experienced and still vital workforce, organizations will have to rethink the traditional career paths in organizations, creating more diversity and lexibility.

Aging individuals will increasingly demand opportunities, products, and medical services to accommodate more healthy and active senior years. As we move toward to a world of healthier lifestyles and holistic approaches to what we eat, how we work, and where we live, much of daily life—and the global economy as a whole—will be viewed through the lens of health.

We are on the cusp of a major transformation in our relationships with our tools. Over the next decade, new smart machines will enter ofices, factories, and homes in numbers we have never seen before. They will become integral to production, teaching, combat, medicine, security, and virtually every domain of our lives. As these machines replace humans in some tasks, and augment them in others, their largest impact may be less obvious: their very presence among us will force us to confront important questions.

What are humans uniquely good at? What is our compara-tive advantage? And what is our place alongside these machines? We will have to rethink the content of our work and our work processes in response.

In some areas, a new generation of automated systems will replace humans, freeing us up to do the things we are good at and actually enjoy. In other domains, the machines will become our collaborators, augmenting our own skills and abilities. Smart machines will also establish new expecta-tions and standards of performance. Of course, some rou-tine jobs will be taken over by machines—this has already happened and will continue. But the real power in robotics technologies lies in their ability to augment and extend our own capabilities. We will be entering into a new kind of partnership with machines that will build on our mutual strengths, resulting in a new level of human-machine col-laboration and codependence.

We begin every foresight exercise with thinking about drivers—big disruptive shifts that are likely to

reshape the future landscape. Although each driver in itself is important when thinking about the future,

it is a conluence of several drivers working together that produces true disruptions. We chose the six drivers

that emerged from our research as the most important and relevant to future work skills.

Increasing global lifespans change the

nature of careers and learning

2 rise of

smart machines

and systems:

Workplace automation nudges human workers out of rote,

repetitive tasks

4

The diffusion of sensors, communications, and processing power into everyday objects and environments will unleash an unprecedented torrent of data and the opportunity to see patterns and design systems on a scale never before possi-ble. Every object, every interaction, everything we come into contact with will be converted into data. Once we decode the world around us and start seeing it through the lens of data, we will increasingly focus on manipulating the data to achieve desired outcomes. Thus we will usher in an era of “everything is programmable”—an era of thinking about the world in computational, programmable, designable terms. The collection of enormous quantities of data will enable

modeling of social systems at extreme scales, both micro and macro, helping uncover new patterns and relationships that were previously invisible. Agencies will increasingly model macro-level phenomena such as global pandemics to stop their spread across the globe. At a micro level, individuals will be able to simulate things such as their route to the ofice to avoid trafic congestion based on real-time trafic data. Micro- and macro-scale models will mesh to create models that are unprecedented in their complexity and completeness.

As a result, whether it is running a business or managing individual health, our work and personal lives will increas-ingly demand abilities to interact with data, see patterns in data, make data-based decisions, and use data to design for desired outcomes.

New multimedia technologies are bringing about a

transformation in the way we communicate. As technologies for video production, digital animation, augmented reality, gaming, and media editing, become ever more sophisticated and widespread, a new ecosystem will take shape around these areas. We are literally developing a new vernacular, a new language, for communication.

Already, the text-based Internet is transforming to privilege video, animation, and other more visual communication media. At the same time, virtual networks are being inte-grated more and more seamlessly into our environment and lives, channeling new media into our daily experience. The millions of users generating and viewing this multimedia content from their laptops and mobile devices are exerting enormous inluence on culture.

New media is placing new demands on attention and cognition. It is enabling new platforms for creating online identity while at the same time requiring people to engage in activities such as online personal reputation and identity management. It is enabling new ways for groups to come together and collaborate, bringing in new levels of trans-parency to our work and personal lives. At the same time, our sensibility toward reality and truth is likely to be radically altered by the new media ecology. We must learn to

approach content with more skepticism and the realization that what you see today may be different tomorrow. Not only are we going to have multiple interpretations of recorded events, but with ubiquitous capture and surveillance, events will be seen from multiple angles and perspectives, each possibly telling a different story of individual events.

3 computational

world

Massive increases in sensors and processing

power make the world a programmable

system

New communication tools require new

media literacies beyond text

4

The diffusion of sensors, communications, and processing power into everyday objects and environments will unleash an unprecedented torrent of data and the opportunity to see patterns and design systems on a scale never before possi-ble. Every object, every interaction, everything we come into contact with will be converted into data. Once we decode the world around us and start seeing it through the lens of data, we will increasingly focus on manipulating the data to achieve desired outcomes. Thus we will usher in an era of “everything is programmable”—an era of thinking about the world in computational, programmable, designable terms.

The collection of enormous quantities of data will enable modeling of social systems at extreme scales, both micro and macro, helping uncover new patterns and relationships that were previously invisible. Agencies will increasingly model macro-level phenomena such as global pandemics to stop their spread across the globe. At a micro level, individuals will be able to simulate things such as their route to the ofice to avoid trafic congestion based on real-time trafic data. Micro- and macro-scale models will mesh to create models that are unprecedented in their complexity and completeness.

As a result, whether it is running a business or managing individual health, our work and personal lives will increas-ingly demand abilities to interact with data, see patterns in data, make data-based decisions, and use data to design for desired outcomes.

New multimedia technologies are bringing about a

transformation in the way we communicate. As technologies for video production, digital animation, augmented reality, gaming, and media editing, become ever more sophisticated and widespread, a new ecosystem will take shape around these areas. We are literally developing a new vernacular, a new language, for communication.

Already, the text-based Internet is transforming to privilege video, animation, and other more visual communication media. At the same time, virtual networks are being inte-grated more and more seamlessly into our environment and lives, channeling new media into our daily experience. The millions of users generating and viewing this multimedia content from their laptops and mobile devices are exerting enormous inluence on culture.

New media is placing new demands on attention and cognition. It is enabling new platforms for creating online identity while at the same time requiring people to engage in activities such as online personal reputation and identity management. It is enabling new ways for groups to come together and collaborate, bringing in new levels of trans-parency to our work and personal lives. At the same time, our sensibility toward reality and truth is likely to be radically altered by the new media ecology. We must learn to

approach content with more skepticism and the realization that what you see today may be different tomorrow. Not only are we going to have multiple interpretations of recorded events, but with ubiquitous capture and surveillance, events will be seen from multiple angles and perspectives, each possibly telling a different story of individual events. Massive increases in

sensors and processing power make the world

a programmable system

4

new media ecology New communication

tools require new media literacies

beyond text

5

New technologies and social media platforms are driving an unprecedented reorganization of how we produce and cre-ate value. Ampliied by a new level of collective intelligence and tapping resources embedded in social connections with multitudes of others, we can now achieve the kind of scale and reach previously attainable only by very large organiza-tions. In other words, we can do things outside of traditional organizational boundaries.

To “superstruct” means to create structures that go beyond the basic forms and processes with which we are familiar. It means to collaborate and play at extreme scales, from the micro to the massive. Learning to use new social tools to work, to invent, and to govern at these scales is what the next few decades are all about.

Our tools and technologies shape the kinds of social, economic, and political organizations we inhabit. Many organizations we are familiar with today, including educa-tional and corporate ones, are products of centuries-old scientiic knowledge and technologies. Today we see this organizational landscape being disrupted. In health, organi-zations such as Curetogether and PatientsLikeMe are allow-ing people to aggregate their personal health information to allow for clinical trials and emergence of expertise outside of traditional labs and doctors’ ofices. Science games, from Foldit to GalaxyZoo, are engaging thousands of people to solve problems no single organization had the resources to do before. Open education platforms are increasingly mak-ing content available to anyone who wants to learn.

A new generation of organizational concepts and work skills is coming not from traditional management/organizational theories but from ields such as game design, neurosci-ence, and happiness psychology. These ields will drive the creation of new training paradigms and tools.

At its most basic level, globalization is the long-term trend toward greater exchanges and integration across geographic borders. In our highly globally connected and interdepen-dent world, the United States and Europe no longer hold a mono-poly on job creation, innovation, and political power. Organizations from resource- and infrastructure-constrained markets in developing countries like India and China are inno-vating at a faster pace than those from developed countries in some areas, such as mobile technologies. In fact, a lack of legacy infrastructure is combining with rapidly growing mar-kets to fuel higher rates of growth in developing countries. For decades, most multinational companies have used their overseas subsidiaries as sales and technical support chan-nels for the headquarters. In the last ten years, overseas companies, particularly IT ones, outsourced everything from customer services to software development. The model, however, has stayed the same: innovation and design have been the prerogative of R&D labs in developed countries. As markets in China, India, and other developing countries grow, it is increasingly dificult for the headquarters to de-velop products that can suit the needs of a whole different category of consumers.

Presence in areas where new competitors are popping up is critical to survival, but it is not enough. The key is not just to employ people in these locales but also to effectively in-tegrate these local employees and local business processes into the infrastructure of global organizations in order to remain competitive.

5 superstructed

organizations

Social technologies drive new forms of production and value

creation

Increased global intercon-nectivity puts diversity and

adaptability at the center of organizational

operations

5

New technologies and social media platforms are driving an unprecedented reorganization of how we produce and cre-ate value. Ampliied by a new level of collective intelligence and tapping resources embedded in social connections with multitudes of others, we can now achieve the kind of scale and reach previously attainable only by very large organiza-tions. In other words, we can do things outside of traditional organizational boundaries.

To “superstruct” means to create structures that go beyond the basic forms and processes with which we are familiar. It means to collaborate and play at extreme scales, from the micro to the massive. Learning to use new social tools to work, to invent, and to govern at these scales is what the next few decades are all about.

Our tools and technologies shape the kinds of social, economic, and political organizations we inhabit. Many organizations we are familiar with today, including educa-tional and corporate ones, are products of centuries-old scientiic knowledge and technologies. Today we see this organizational landscape being disrupted. In health, organi-zations such as Curetogether and PatientsLikeMe are allow-ing people to aggregate their personal health information to allow for clinical trials and emergence of expertise outside of traditional labs and doctors’ ofices. Science games, from Foldit to GalaxyZoo, are engaging thousands of people to solve problems no single organization had the resources to do before. Open education platforms are increasingly mak-ing content available to anyone who wants to learn.

A new generation of organizational concepts and work skills is coming not from traditional management/organizational theories but from ields such as game design, neurosci-ence, and happiness psychology. These ields will drive the creation of new training paradigms and tools.

At its most basic level, globalization is the long-term trend toward greater exchanges and integration across geographic borders. In our highly globally connected and interdepen-dent world, the United States and Europe no longer hold a mono-poly on job creation, innovation, and political power. Organizations from resource- and infrastructure-constrained markets in developing countries like India and China are inno-vating at a faster pace than those from developed countries in some areas, such as mobile technologies. In fact, a lack of legacy infrastructure is combining with rapidly growing mar-kets to fuel higher rates of growth in developing countries.

For decades, most multinational companies have used their overseas subsidiaries as sales and technical support chan-nels for the headquarters. In the last ten years, overseas companies, particularly IT ones, outsourced everything from customer services to software development. The model, however, has stayed the same: innovation and design have been the prerogative of R&D labs in developed countries. As markets in China, India, and other developing countries grow, it is increasingly dificult for the headquarters to de-velop products that can suit the needs of a whole different category of consumers.

Presence in areas where new competitors are popping up is critical to survival, but it is not enough. The key is not just to employ people in these locales but also to effectively in-tegrate these local employees and local business processes into the infrastructure of global organizations in order to remain competitive.

Social technologies drive new forms of production and value

creation

6

globally connected world

Increased global intercon-nectivity puts diversity and

adaptability at the center of organizational

operations

(5)

(6)

DR. Peter Senge

MIT Senior Lecturer

Founder of SoL

Named by The Journal of Business Strategy as

“The Strategist of The Century”

DR. Otto Scharmer

MIT Senior Lecturer

Founder of Presencing Institute

Receiver of Jamieson Prize from MIT

LEARNING

ORGANISATION

(7)

LEAD

ER

_SHIP

Process

Subject

Movement towards

a certain direction

a person who is under the

dominion or rule of a sovereign.

(in control)

Action

the journey

QUALITY

AWARENESS

(purpose)

LEARNING

(adaptiveness)

SHARING

VISION

(belief)

MAKING

DECISION

(8)

LEADERSHIP

SHARING

VISION

(belief)

MAKING

DECISION

(responsiveness)

LEARNING

(adaptiveness)

AWARENESS

(purpose)

CONNECTIVITY

(9)

Ecological Divide:

1.5 Self - Nature

Social Divide:

2.5 Self - Other

Inner (Spiritual) Divide:

_≈

3

(10)

Ecological divide

1,5

Social divide

2,5

(11)

“ Successful leadership in 21st

century depends on the

QUALITY OF INTENTION

_and

QUALITY OF ATTENTION

_“

- C. Otto Scharmer -

senior lecturer of MIT Sloan School of Management

author of Theory U

(12)

IMPACTFUL

LEADERSHIP

(13)

TECHNICAL KNOWLEDGE

KNOW - WHAT

(HEAD INTELLIGENCE)

PRACTICAL KNOWLEDGE

KNOW - HOW

(HANDS INTELLIGENCE)

TRANSFORMATIONAL KNOWLEDGE

KNOW - WHY

(14)

LEADERSHIP

CAPACITY 2.0

LOOKING

at the ordinary

the extra-ordinary

SEEING

HEARING

problems

TALKING

bla - bla - bla

REACTING

business as usual

CREATING

innovative

SPEAKING

(15)

Key Competencies

in Leadership of the 21st Century

Systems Thinking

Design Thinking

understand complexities

customer’s needs and

wants

(User’s Led Innovations /

Human Centered Design))

judgemental

===>

reﬂective

silos

===>

collective

competition

===> collaboration

prototyping (action-learning)

Shared Value Creation

innovation

Learning

from

the past

(16)

Reinventing organisation for 21st Century

WHAT

SHIFTS

Traditional

Innovative

RELATIONSHIP

WE - THEM

(Competition)

WE - US

(Competitive Collaborative)

LEARNING METHOD

LINEAR

(SCIENCE 1.0)

REFLECTIVE

(SCIENCE 2.0)

HR Capacity Building Process

CLASSROOM

O2O

 

(ONLINE TO OFFLINE)

COMMUNICATION MODEL

2D

(DOWNLOAD - DEBATE)

3D

DOWNLOAD & DEBATE & DIALOG

LEADERSHIP INSTRUMENTS

2H

(HEAD - HANDS)

3H

(HEAD - HANDS - HEART)

RESEARCH & DEVELOPMENT

PRODUCT FOCUSED

(SILOS)

PURPOSE FOCUSED

(NETWORK)

SUSTAINABILITY

EGO-CENTRIC

(SELF GROW)

(17)

(18)

EVENT

PATTERNS of BEHAVIOR

SYSTEM

STRUCTURE

MENTAL

MODEL

REACTING

REFRAMING

REDESIGNING

RETHINKING

Mitigate the e

_ﬀ

ect

(Fire Fight)

Run Away

(Flight)

Adaptive

Innovative

(19)

MENTAL MODELS

can be

(20)

(21)

(22)

WHAT

do you

SEE?

HOW

do you

SEE?

PERCEPTION

(23)

Design & Delivered by :

(24)

Design & Delivered by :

(25)

(26)

(27)

(28)

(29)

MENTAL MODEL

LADDER OF

INFERENCE

SELECT observable

data

(30)

MENTAL MODEL

(31)

(32)

(33)

MENTAL MODEL

(34)

DATA

Select Data

Add meaning

Assumptions

Conclusions

Belief

ACTION

Politicians

Politician who do things that

contradict with his promises

It’s another political sell out

All politicians are liars

No hope and no future in

current democracy system

Never Vote

(35)

(36)

(37)

Pengetahuan, persepsi, dan pemahaman

yang

dimiliki secara kolektif

dan

(38)

1. Sadari dan kenali ‘mental model’ anda sendiri.

2. Kemukakan ‘mental model’ anda kepada orang

lain.

(39)

select observable

data

add meanings

make assumption

make conclusion

belief

ACTION

select observable

data

add meanings

make assumption

make conclusion

belief

ACTION

(40)

select observable

"What leads you to conclude that?"

"What data do you have for that?"

"What causes you to say that?"

Instead of

"What do you

mean?"

or

"What's your proof?"

say,

"Can you help me

understand your thinking here?"

"I'm asking you about

your assumptions here

because. . ."

"Am I correct that you're saying. . .?"

(41)

select observable

data

add meanings

make assumption

make conclusion

belief

ACTION

select observable

data

add meanings

make assumption

make conclusion

belief

ACTION

(42)

select observable

data

add meanings

make assumption

make conclusion

belief

ACTION

IMPROVED

ADVOCACY

"Here's what I think and

here's how I got there."

"I assumed that. . ."

"I came to this conclusion

because. . ."

"To get a clear picture of what

I'm talking about, imagine the

you're a customer who will be

(43)

(44)

(45)

EXAMPLE

ZUBIN

MEHTA

TWO ORCHESTRA

(46)

(47)

SMALL GROUP DIALOGUE

what

caught your interest

?

apa

yang

menarik perhatian

anda

?

what are their

keys for

success

?

apa

kunci keberhasilan

atau

sukses mereka?

what is the most

crucial

leadership moment

?

apa

momen kepemimpinan

yang paling krusial?

what can you

learn

from this

example for your own

leadership?

pembelajaran

apa yang anda

peroleh dan berguna buat

(48)

(49)

Percakapan yang

MENDENGARKAN

sebagai pemusik kita mendengarkan dengan

seksama serta menemukan nada-nada sumbang

yang ada didalamnya.

(50)

Percakapan yang

MEMPERJELAS

melukiskan sebuah gambaran dengan

menggunakan pertanyaan-pertanyaan

yang membantu (powerful question)

(51)

Percakapan yang

MENYINGKAPKAN

kita ingin menggali

sejarah &

menyingkapkan

hambatan yang

sebenarnya

membelenggu

kita

(mental blocks)

(52)

ARCHITECT

Percakapan yang

MEMBANGUN

kita ingin membangun

sebuah maha karya di

(53)

Two Sources of Learning, Two Learning Cycles

A. Learning by reﬂecting on the experiences of the past

act -

observe - reﬂect

- plan - act

is it still relevant?

(54)

Movements of the U

Downloading

Observe,

observe,

observe

Retreat and reflect:

Allow the inner knowing to

emerge

(55)

Theory U

Seeing

with fresh eyes

Sensing

from the field

Prototyping

the new by

linking head, heart, hand

Crystallizing

vision and intention

Presencing

connecting to Source

Downloading

past patterns

Who is my Self?

What is my Work?

Performing

by

operating from the whole

(56)

Theory U

Seeing

with fresh eyes

Sensing

from the field

Prototyping

the new by

linking head, heart, hand

Crystallizing

vision and intention

Presencing

connecting to Source

Downloading

past patterns

Performing

by

operating from the whole

(57)

Prototyping is

the ﬁrst step in

exploring the future

by DOING

and

RAPID

LEARNING PROCESS

H

HEAD

(58)

Why prototyping is

important?

To get a

QUICK FEEDBACK

to

REFINE

the idea

IDEO philosophy about

prototyping

(59)

INNOVATIVE

SOLUTION

(future reality)

PROBLEM

STATEMENT

(current reality)

MINDLESS

ACTIONS

ACTION-LESS

MINDS

(60)

Step 1:

Set your collective

focus (uncovering common

ground)

Step 2:

Preparation for

your sensing.

Step 3:

Go to the ﬁeld

(shadowing &

stakeholders interviews)

Step 5:

Connect to your source.

does this rough idea meaningful

and bring positive differences?

Step 6:

Lab #0

Test your collective idea.

Role play by members of

team in a “safe” environment

(ofﬂine)

Step 7:

Lab #1

1st real test of your collective

idea.

Engage real stakeholders in

a “safe” environment (ofﬂine)

to test your idea

Step 8:

Lab #2

after some reﬁnement, test your idea

with

real stakeholders in a real

environment (online)

Step 9:

Lab #3

Integrate it within the

system

Step 4:

Reﬁne your datas

and repeat the sensing

process deem necessary

Action-less

_Minds

(61)

(62)

PEOPLE

desirability

INFRASTRUCTURE

feasibility

ECONOMY

viability

adapted from

IDEO

Human-Centered Design (HCD)

INNOVATIVE

SOLUTION

START HERE

HOW MIGHT WE INCREASE THE NUMBER OF PUBLIC TRANSPORTATION USERS IN JAKARTA TO

REDUCE THE POLLUTION LEVEL?

HOW MIGHT WE REDUCE EMPLOYEES ATTRITION RATE IN OUR COMPANY?

HOW MIGHT WE INCREASE COMMUNITY’S ENGAGEMENT IN DEVELOPING A

(63)

Step 6:

Lab #0

Test your collective idea.

Role play by members of team in a “SAFE”

environment (ofﬂine)

How’s the IDEA

(product / process)

looks like?

How are we

feeling?

4F debrief process

FACTS

FINDINGS

FEELINGS

FUTURE

(64)

Step 7:

Lab #1

1st real test of your collective idea.

Engage real stakeholders in a “safe”

environment (ofﬂine) to test your idea

HOW MIGHT WE INCREASE PATIENTS INNER HEALING

PROCESS BY IMPROVING THE RELATIONSHIP QUALITY

BETWEEN NURSES WITH THE PATIENTS?

(65)

Step 8:

Lab #2

after some reﬁnement, test your idea with

real stakeholders in a real environment (online)

IDEO PROJECT IN GHANA TO INCREASE

THE USAGE OF MOBILE MONEY

(66)

Step 9:

Lab #3

(67)

Step 1:

Set your collective

focus (uncovering common

ground)

Step 2:

Preparation for

your sensing.

Step 3:

Go to the ﬁeld

(shadowing &

stakeholders interviews)

Step 5:

Connect to your source.

does this rough idea meaningful

and bring positive differences?

Step 6:

Lab #0

Test your collective idea.

Role play by members of

team in a “safe” environment

(ofﬂine)

Step 7:

Lab #1

1st real test of your collective

idea.

Engage real stakeholders in

a “safe” environment (ofﬂine)

to test your idea

Step 8:

Lab #2

after some reﬁnement, test your idea

with

real stakeholders in a real

environment (online)

Step 9:

Lab #3

Integrate it within the

system

Step 4:

Reﬁne your datas

and repeat the sensing

process deem necessary

Action-less

_Minds

(68)

VALUE OF PROTOTYPING

(Leading from the future)

TRANSFORMATION

PERSONAL

INSTITUTIONAL

SYSTEM

(69)

1. COORDINATION:

How might we:

CREATE A WEB OF VALUE CREATION that allows all

key players to see each other and to navigate the

system from an AWARENESS OF THE WHOLE?

• Transparency of supply-demand chain

• Inclusion of most marginalized voices

• Empowerment at the base of the economic pyramid

• Putting a human face on the other (e.g., smallholders)

• Infrastructures for seeing the whole

(70)

2. NATURE:

How might we:

DESIGN ECONOMIC CYCLES EARTH TO EARTH

based on

zero waste and on returning everything we take from nature at

the same or higher level of quality?

• Closed loop design

• Recycle, reuse, reduce

(71)

3. PARTNERING

:

How might we:

CREATE PLATFORMS OF COLLABORATIVE VALUE

CREATION

based on transparency, inclusion and fairness in

order to allow all

partners

to realize their

highest potential

?

• Working conditions for employees, partners, etc…

• How to build corporate/societal networks and platforms that facilitate

entrepreneurial and co-creative activities

(72)

4. CAPITAL:

How might we:

CREATE INTENTIONAL CAPITAL

that is dedicated to generate

value and

wellbeing for all

(partners, community, planet,

shareholders)?

• How is your capital structure supporting the 99% (vs. 1%)?

• How is your governance structured to support the growth of all five forms

of capital:

• Natural capital

• Human capital

• Social capital

• Financial capital

(73)

5. TECHNOLOGY:

How might we:

CREATE TECHNOLOGIES THAT EMPOWER PEOPLE TO

COLLECTIVELY CREATE

?

• Are the technologies choice and creativity-enhancing or reducing – and for

whom?

• From systems-centric to human centric technologies

• Creative commons (IP) to democratize access to technology

• Open Source: How can we become the next linux?

(74)

6. LEADERSHIP:

In multi-stakeholder settings

How might we:

CREATE THE COLLECTIVE CAPACITY OF LEADERS TO

CO-SENSE AND CO-CREATE THE EMERGING FUTURE?

• Learning from the past vs. from the emerging future

• Collective leadership for innovating at the scale of the whole system

• Governance systems that allow all key stakeholders to sense and act

(75)

7. CITIZEN and CONSUMER EMPOWERMENT:

How might we

turn citizens and users into the

co-creators and sources of innovation and creation?

• Citizens as Source of innovation and value creation

• Reinventing democracy (direct, distributed, dialogic)

• Participatory public planning

(76)

8. OWNERSHIP:

How might we:

CREATE

OWNERSHIP

STRUCTURES

THAT FACILITATE

THE

BEST SOCIETAL USE

OF RESOURCES?

• From owning to using

• From ownership by the 1% to ownership of the 99%

• Community ownership

• Commons based property rights (neither private nor public but civil society

based)

(77)

EIGHT (8) AREAS OF

COLLECTIVE ATTENTION

(Capacity of Team Build - Work - Learn)

AREA

GUIDING QUESTION

COORDINATION

How might we create a web of value creation that allows all key players to see each other

_{and to navigate the system from an awareness of the whole (shared vision & shared values)?}

NATURE

How might we design economic cycles earth to earth based on zero waste and on returning

everything we take from nature at the same or higher level of quality?

PARTNERING

How might we create platforms, of collaborative value creation based, on transparency, inclusion

and fairness, in order to allow all partners to realize their highest potential?

CAPITAL

How might we create intentional capital, that is dedicated to generate value and wellbeing for all

(partners, community, planet, shareholders)?

TECHNOLOGY

How might we create technologies that empower people to collectively create?

LEADERSHIP

In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense

and co-create the emerging future?

CITIZEN and CONSUMER

EMPOWERMENT

How might we, turn citizens into the source and users into co-creators of economic value