We need to make significant changes in how we do business. We need a New How. Organizations are increasingly seeing the benefits of enabling collaborative work environments to drive talent engagement, agility and competitiveness by leveraging their collective knowledge-base and cultural framework. Changing a company’s decision-making culture often seems an impossible task. As we accept and fulfill the traditional expectations and limitations of our roles, we get entrenched: we contribute less and our contributions become less meaningful. That might not be a problem in an environment where little is changing, but in today’s volatile and unpredictable environment, companies need to be able to move as fast as the world they serve. And that requires a major paradigm shift in how companies work.

Through The New How, Nilofer shares specifics that drive powerful alignment between our creativity, our people, and our strategies to win. The New How, is a model for organizational change and effectiveness that addresses key challenges companies face during times of transformation. Nilofer will share principles you can take back to your organization and implement to enhance alignment, nurture a collaborative environment, and leverage the talent that is so core to success.

Nilofer has graciously shared a sample chapter from the New How about a concept she developed titled MurderBoarding. You can download a sample chapter HERE from The New How and learn about the concept of MurderBoarding as a means to gaining clarity and facilitating decision-making around core strategies.

“People tend to resist change fiercely when they don’t see what’s in it for them, and MurderBoarding provides a structured way toalign people to a new strategy.”

Listen to the webinar HERE.

The business world has become a place where creativity drives results, and executable ideas are the core of strategic and competitive advantage. But bright, talented, and motivated people cannot jointly create effective strategies until the fundamental enablers of collaboration are in place. Without responsibility-sharing, decision-making, and idea-generation protocols, individual assets may be limited by organizational hierarchy. The new leader of co-creators gains enormous leverage by helping to increase the quality of ideas, speed up decision making, and solve the toughest problems throughout the organization. Collaborative leaders create conditions for their company to outshine the competition by out-thinking them, out-creating them, and out-innovating them repeatedly. If your role is to help leaders and all contributors in the organization learn to collaboratively formulate and execute a winning strategy, this webcast is for you!

Constraints can drive creativity and innovation in the “do more with less” kind of way. But, the truth is, constraints are never fun. Constraints means dealing with tought conversations and tradeoffs between entirely viable options and wanting to optimize results. This sessions provides a framework for making tough choices and safely kill off options, or murder ‘em, so you can do stuff that matters.

Web 2.0 Expo New York

How do you best run your company with the new realities of collaboration and co-creation?

A quick look around makes it obvious that “business as usual” isn’t working.

When inventing their future, companies too often focus on the what: what is the right thing to do, what is the right idea, what is the answer to this problem? The reality is that good ideas alone are no safeguard against the disruptive and fast changing global markets we face, so strategy creation can no longer be defined in terms of mere ideas. Strategy creation must also include the way those ideas are created. And it must do so quickly, enabling organizations to think, make tough choices, and act fast.

Just as Clayton Christensen highlights The Innovator’s Dilemma, we must identify and name The Collaborator’s Dilemma to describe the way we create—or fail to create—strategies that work.

Organizations face three classic dilemmas when creating strategies: the “air sandwich” between executives and others, the chief of answers who creates an information bottleneck, and the fear of driving collective decision-making when aiming for collaboration. This session explains how each of these is fixable if one is willing to reinvent their firm to win.