“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” We could not agree more. That’s why @ Quantonomics we see ourselves more as engineers than as consultants. The old model is a transactional one. The new one is relational. This is a whole new thinking. If you are interested talk to us and we will explain.
What a great pleasure it was for our Lars Sonderegger to present the keynote speech at Radtech 2015. Innovation is all about people connecting and working together towards a common goal. Social is not just a term that is relevant for social media, but much more. In the Social Era we have possibilities to collaborate like never before. Our behavioral insights show the way – it’s all about the knowledge of the “brain’s user manual”.
More than anything will our knowledge of the brain and understanding of the resulting behavior shape management and leadership in the future. Not by “selfstudied experts”, but by people who have built their knowledge over decades on studying two of the most complex fields: the human brain and behavior. This will lead the way to the disruption of the current management and leadership models. But actually the disruption has started already.
This years’ Talent Boost was held in Sao Paulo, Brazil. The World Tourism Forum Lucerne is the leading platform for thought leaders and stakeholders that come together and outline next steps for building a sustainable travel, tourism and hospitality industry.
Since 2012 Quantonomics founder Lars B. Sonderegger works together with the WTFL CEO Martin Barth to help the industry. At this year’s talent boost Lars Sonderegger held a talk regarding the topic of talent management in a fast changing world.
After his talk Aradhana Khowala (Managing Partner, Bridge.Over Group) held an also inspiring talk: “Talent: the achilles heel for Brazil’s tourism growth”. The WTFL truly is the place for travel, tourism and the hospitality industry.
You probably have heard that the world is more V(ulnerable), U(ncertainty) is higher, there is more C(omplexity) and A(mbiguity) – in short. VUCA. While these 4 letters are spelled out easily the implications of the dynamics behind it is far greater.
While in the 20st century the underlying assumption towards the world was a mechanical one, today it is the network. A mechanistic view is driven by the idea of a machine. Input in, Output out. The most important variables are known, can be influenced and therefore managed. Change is rare and if necessary there is time to plan. The idea is that the “larger the engine” the better the results. A network is the opposite: Oftentimes the relevant variables can only be anticipated, and the only way to find out more is testing them. Change is the modus operandi – the interconnections of the network may or may not change – but they do quickly. It is not size but far more interconnectedness that influence impact and value creation.
What makes it hard to deal with VUCA is the fact that most leaders and co-workers have been brought up in a school system with a traditional mechanistiv view. The ones that learn best “by heart” and are the most compliant get the best grades. This is true from middle school until college. For organizations this means that to conquer and rise upon this change they need to change the minds and hearts to a new paradigm – not simply a gradual improvement.
This is what fascinates us at Quantonomics. We see the opportunity for organizations that move ahead – together with their colleagues to – to develop a mindset that uses VUCA to their advantage. Yes, this is possible.
We started teaching elements of Behavioral Management in modules of the MBA Business Development at the University of Lucerne. Prof. René Zeier and Lars Sonderegger developed a format where students work with Small and Medium Enterprises (SME) in a real-world context. The students develop a consulting idea together with their customer and then fulfill it.
This is a great experience both for the enterprises as well as for the students. The feedback of the enterprises are fantastic and we are very proud of the students. Looking alread forward to 2017 for the next class. For questions please contact us directly.
When traditional economists talk about #innovation it often sounds as if it was a technical issue. This in the sense that it can be planned or commanded. But innovation is not some cogwheel in a machine, it is about people with a certain mindset. It can be developed out of a sound and scientifically based people #strategy.
As the brain has enormous plasticity a mindset can change and develop in a certain direction. But as the brain is a selforganized organ it can not be pressured into being compliant and changed, but it is rather an invitation to change that, if accepted, leads to a different #mindset. This neurobiological viewpoint of change is fundamentally different that what has been applied in recent years. The underlying assumptions in people strategy are fairly complex to apprehend, but if utilized correctly their positive effect is astonishing.
Do you want to be more innovative with your team or company? Our recommendation is to start with a dialogue with experts in this field and by that you are starting the change of mindsets already. If we can assist you in this please contact us.