Traditionally, we went to school to attain knowledge. The smart kids knew that Columbus discovered America in 1492 and that the square root of 64 is eight. They studied diligently at home so that when the teacher asked a question they could shoot their hand up and be praised for their good work. Today, however, teenagers carry far more information ...

This is the second blog in a series of 3 blogs, by Janet Sernack, on cultivating a fail fast culture. In my previous blog “What does it mean to cultivate a fail fast organizational culture” I shared what typically happens when people experience failure, and how important it is to uncouple people’s fears about failure and to support and enable ...

How could developing a “fail fast” culture help organizations unfreeze, survive, flow and flourish with the current levels of fear, ambiguity, uncertainty, volatility and instability in 21st century organizations?

Most of us know that organizational innovation involves making serious and significant change, yet what most of us are challenged by is how change impacts on, and disrupts four-core human structures: cognition, emotion, body and will.

I’ve been thinking about comfort zones. Most of the discussion makes it seem like comfort zones are static. They’re not. We can decide if our comfort zones...

Coping with disruptive technological change A recent article The global forces inspiring a new narrative of progress in McKinsey Quarterly, it states that “Corporate leaders today need to rethink where and how they compete, and must cooperate in the crafting of a new societal deal that helps individuals cope with disruptive technological change”. The article outlines a broad narrative of ...

Clearly, we need to rethink education. Our kids will face a much different world than we live in now. In fact, a study at Oxford concluded that nearly half of the jobs that exist today will be automated in the next 20 years. To prepare for the future, we need to replace our regimented education system with one that fosters skills like teamwork, communication and exploration.

When I was living in Israel, seeking a more meaningful life, I was unable to work in my culture consulting, top team and leadership development areas of expertise. As a result of this very serious and high impact problem I experienced a powerful and deep collision between the necessity to earn a living, and the possibilities emerging in such a ...

Why might some organizations be “staying at rest” when there are so many possibilities and opportunities available to them, in the current business environment, to grow, nurture and sustain their competitiveness and relevance to their customers and key stakeholders?

Our generative challenge focussed on how we could possibly and ultimately co-create, with our client, the parameters for operating in “their playing field of the future” what McKinsey describe as defining “a relatively unchanging set of core elements—a fixed backbone”.