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A rapid and massively disruptive shift from centralized to
distributed organizations has already begun. But current leadership
practices were designed for large, centralized organizations,
making them increasingly obsolete. Bob Johansen, who has been
projecting future trends from Silicon Valley since 1968, outlines
five literacies leaders need to develop to cope with this brave new
world.Johansen says leaders need the literacy of projecting
themselves into the future and "looking backwards" to make sure
they are preparing for potential new developments. They have to
cultivate the literacy of voluntarily engaging with their fear in a
safe way, using simulations and gaming, so they can immerse
themselves in the things they're worried about and deal with them.
Distributed leadership is a third vital literacy-leaders need to
know how to guide organizations that have no center, grow from the
edges, and can't be controlled. In a globalized world they must
master multimedia leadership-the literacy of having presence and
influence even when they're not physically present. And finally, to
stay on top of all this, they need the literacy of creating
positive energy: leaders have to be extremely fit, physically and
mentally, to keep their own energy and that of their organizations
high to cope with this era of extreme disruption. Johansen presents
dramatic and mind-expanding examples of how forward-looking
organizations are developing these literacies and offers readers
sage advice on how to cultivate them.
Sensing the Future to Compete in the Present Offers a proven
approach for making sense out of future challenges and devising
positive responses, using methods developed by the respected
Institute for the Future Features examples of how organizations
like Procter & Gamble, Disney, Reuters, UPS, and the Centers
for Disease Control have put the approach into practice Includes
the institute's ten-year forecast of trends, challenges, and
opportunitiesThese days, every leader struggles with a paradox: you
can't predict the future, but you have to be able to make sense of
it to thrive. In the age of the Internet, everyone knows what's
new, but to succeed you have to be able to sort out what's
important, devise strategies based on your own point of view, and
get there ahead of the crowd.Bob Johansen shares techniques the
Institute for the Future has been refining for nearly forty years
to help leaders navigate what, borrowing a term from the Army War
College, he calls the VUCA world: a world characterized by
volatility, uncertainty, complexity, and ambiguity. As the
institute's ten-year forecast makes clear, leaders now face fewer
problems with neat solutions and more dilemmas: recurring, complex,
messy, and puzzling situations. Get There Early lays out the
institute's three-step Foresight to Insight to Action Cycle that
will allow readers to sense, make sense of, and win with dilemmas.
Johansen offers specific techniques, ranging from storytelling to
simulation gaming, as well as real-world examples to help readers
turn the VUCA world on its head through creative use of vision,
understanding, clarity, and agility. This book offers hope for
leaders facing the constant tension - a dilemma in itself - between
judging too soon and deciding too late.
We are in a time of disruptive leadership change. In a VUCA world -
one characterized by volatility, uncertainty, complexity, and
ambiguity - traditional leadership skills won't be enough, noted
futurist Bob Johansen argues. Drawing on the latest ten-year
forecast from the Institute for the Future - the only futures think
tank ever to outlive its forecasts - this powerful book explores
the external forces that are shaking the foundations of leadership
and unveils ten critical new skills that will be required in the
future, skills that you can learn. In this second edition Johansen
is joined by the prestigious Centre for Creative Leadership. CCL's
contributions help readers understand the new leadership skills by
linking them to existing skills, and they provide analytics and
exercises to help readers develop them. This edition has been
updated throughout, with a new ten-year forecast and new examples,
and incorporates the lessons Johansen has leaned about applying the
new leadership skills in the three years since the first edition
appeared. In addition, Johansen deals with two new forces that are
shaping the future. The first is the "digital natives," or people
15 years and younger who have grown up in a completely digital
world. The second is cloud-based computing, which will enable new
forms of connection, collaboration and commerce and will greatly
facilitate reciprocity-based innovation - giving away to get more -
which Johansen sees as the biggest innovation opportunity in
history.
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