http://www.gestiopolis.com/innovacion-emprendimiento-2/innovar-futuro-organizacion-prospectiva-sustentabilidad-alineamiento.htm
Theses
Faculty of Political and Social Sciences
STUDIES CENTER - CEP
University Park, 5500
Mendoza Mendoza - ARGENTINA
MBA Luis Ragno, CEP Director
PROSPECTA COLOMBIA 2010
Organizational Planning and Strategy
INNOVATE THE FUTURE OF THE ORGANIZATION: FUTURE - SUSTAINABILITY - ALIGNMENT
Luis RAGNO - luis.ragnoarrobagmail.com
Studies Center Director prospective. Faculty of Political and Social Sciences National University of Cuyo, Mendoza - Argentina.
1. Summary (Abstract)
work focuses on three essential components to innovate the future life of organizations: the foresight that answers why it is important to drive the organization "From the future" to innovate in this, the Sustainability from the perspective of implementing an organizational model that creates sustainable value, and the strategic alignment of human capital, as part of a mental paradigm open to the unexpected, aimed at developing the highest possible organizational competencies that enable the organization to get the desired results. Operational response is through the creation of Innovation and Learning Teams modeling and shape the organization Sustainable Future. The
Makes Emphasize work in three essential components to Innovate in the future lives of the organizations: the Prospective Gives A response to why it is important to lead the organization “from the future” to innovate in the present; the Sustainability from the perspective of applying a organization model that create sustainable value; and the Strategic Alignment of human capital, in the framework of a mental paradigm open to the unexpected, directed to develop the highest possible level the organizational competencies to enable the organization to achieve the expected results. The operational response in given through the creation of Teams of Innovation and Learning that shape and mold the Organization Sustainable of the future
2. Palabras-clave (Keywords)
Prospectiva, futuro, desarrollo organizacional, sustentabilidad, desarrollo sustentable, innovación, alineamiento strategic human capital, learning, leadership. Prospective
, future, Organizational Development, sustainability, Sustainable Development, Innovation, Strategic alignment, human capital, learning, leadership
3. The Future of the Organization or the Organization of the Future Sustainable
"If the wrong man uses the right means, the right means acting improperly." Chinese Proverb
face questions relating to how to change the outdated organizational paradigms, how to overcome the mental models of the past, how to develop sustainable projects?, finally how to prepare for the unexpected?.
The answers are varied and innovative recipes from management to come to the aid of organizations face constant problems causing increasing globalization, uncertainty and increasing complexity. Most of these management models are based on the same metaphysical vision, the same map, to face new realities by their characteristics become structurally and functionally inadequate. It is for this reason that when we succeed in the "do" fails us "how to" and when the intuitive practice everyday (how to) results in surprising success, we fail to integrate it into a strategic plan (what to do) to facilitate sustained growth (Druker, 1996). Almost
inadvertently permanently pigeonholed creative thinking and innovative, just think about existing situations and patched with known solutions trying to reduce our cognitive dissonance (Festinger, 1957), while block our ability to observe the world as a dynamic whole, instead of overcoming the unconscious resistance to change (Peter Senge, 2009), unconventional solutions from giving freedom to the creativity and imagination and be able to prevent the consequences of "impact of the Highly Improbable "(Taleb, 2008).
This paper provides some ideas for "Innovating the Future of the Organization, considering the organization as a concept of living organism, such as" collective intelligence entities, which possess many of the properties common to living systems, such as all persons seeking to comply with a vision through a strategy, interwoven with an environment and constantly subject to co-participate in creating, consciously or not, the reality that surrounds them.
Try to see as the "I, the us and the surrounding it" are intertwined and interwoven in space and time. Paraphrasing the wise words of Aldous Huxley, when he stated: "Experience is not what happens to you, but what you do with what happens to you, we can say that the experience is not what happens to us but the interpretation of what we do happens to us.
This action is an interpretation of reality in which one way or another we are fully engaged with respect to how we perceive this, how we long for the past and how we imagine the future. Do we perceive the present, past and future as three separate and successive moments in time or we are experiencing a unique present reality to the ends of the call past and future. " This distinction is very important, since in the first perception-interpretation we are talking about three different situations, objects, while in the second, reality and perception, our interpretation is consistent one, in which our consciousness in its continuous flow experience much more than he plays.
If our attitude to experience is the first, we live in a fleeting present permanent standby for the immediate future, which is transformed once again reached this fleeting, fragmented into a permanent reality.
If our attitude, change is the second perception, we are referring to a constant work to expand awareness of the present to cover somehow difficult to explain but not so unreal, what we call the Future, which completely changes our relationship with the Future, from east to join our ever-present experience.
certainly need to exercise our brain and mind in ways different from what we are used to acquire a new mindset that allows to increase the perception of reality. Required to implement our spiritual intelligence, develop new cognitive and practice skills and modern techniques Theory U of Otto Scharmer (2008), as a process of problem solving and decision making from the emerging future.
This situation of "teaching and learning" continuum begins our Self, then extends to our social life, family, work, studies, etc .-. seeking to imbue all of our circumstances in a holistic and integrated perception that allows us to understand and interpret reality in a much more complete and comprehensive.
The first speaks of the future attitude of the Organization, ie sees the future as something outside ourselves that happens and you have to suffer, face and the best attempt to help create it. But his position is the future of the current organization as we perceive it today, with our paradigm or mental model "reduced," immersed in "the bubble of the Industrial Age" (Senge, 2009) trying to extrapolate or visualize the transition between the organization's present and future organization.
The second attitude "more comprehensive" talks about Sustainable Future Organization, invents, innovates, transforms the organization into a new organization, which though formally may or may not resemble the present, its action strategy, leadership and alignment arises from the emerging future.
The first approach tries to push this up to the future, the second "designs and creates the future" and does emerge in the present. Do not forget, for this attitude, the future is the Present, is "this area" that "experience" but we fail to "read" in its entirety. Therefore
Innovating the Future of the Organization calls first move our thinking and attitude will towards a freer, more spiritual, to a self-transforming action ourselves, that makes us gradually more consciously aware of our experience vital.
Sustainable Future Organization, which is today required to transform the Human Resources Human Resources; move from talking about the importance of human capital to firmly recognize that the Human is Capital. Sustainable organizational development is not only a new concept, "see" things "way different. " It is an organizational attitude that demands currently expanding contexts, bringing intuition, paradoxes, promote creativity, spiritual intelligence, self-organizing dynamics, beyond the narrow models "mechanistic" and "see" the reality with eyes more inclusive, reticular systemic. Organizations to incorporate into our mental maps and models to process the problem from a more comprehensive perspective, that optimize the "collective intelligence in action.
4. Parallel Structure of Innovation and Learning.
Innovate the Future of the Organization is to promote Team building-EIA Innovation and Learning, "composed of persons representing the entire organization, to undertake a process of organizational change and leadership in their walk and how to identify potential morphogenic fields specific to the organization's future (Sheldrake, 1990/2007). These morphogenic fields as they are developed are implemented in parallel to the organization resulting in a parallel structure of Innovation and Learning-EPIA-which tends to continue working with the development model of "the future of the current organization" to the "innovation" becomes mature enough to join the organization and changes in the organization Sustainable Future.
The EPIA is a process similar to that established by Christensen (1997) in his theory of disruptive innovation, saying that disruptive innovation is incorporating technological improvements in performance, to move progressively to the products or services offered by leading companies in our case does "transform" the future of the current organization of the future sustainable organization with totally innovative compared to the current strategic model.
5. Prospect Sustainable Future Organization
The shift from a Future subject of our "best" current projection, the future of "emerging" Future product recognition is already present, opens new horizons of inquiry and experimentation to Foresight, giving it a more comprehensive dimension, deeper and overall more creative. Allows not only the facts out the way forward, but to perceive the future by acting in this and draw the solutions from the emerging future.
fragmented attitude, separatist, mechanistic that has prevailed in our minds and societies for hundreds of years has led us to look and behave so individualistic and selfish, with the usual results of increasing environmental degradation that we are suffering today and its negative impact in the context that surrounds and connects people, organizations and societies.
self-transforming attitude, spiritual intelligence put into action (Zohar, Marshall, 2001), does not see any activity, personal or group that is not considered closely integrated into the environment and is not sustainable. Integrated perceive personal, social and environmental stresses the systemic view that should prevail in the life goals of individuals and organizations. In this sense the model is very applicable Comprehensive Ken Wilber (2000) with its four quadrants: the inner self, the self outside the us inside, outside it. Alignment of the four quadrants puts us in an excellent position to develop our full human potential in pursuit of understanding from a holistic perspective of the future organization and most of humanity's future and our "future" world. If
as defined by Michel Godet (1987), foresight is "serving notice of action", the important thing from our point of view is to work on the quality of such notice, to obtain the best possible interpretation of the really early. The level of depth, complexity and uncertainty that we are able to perceive-witness-interpret our present situation, condition, frame, contextualize the results we get from the application of the toolbox in the prospective process (especially second-generation scenarios, according to Pierre Wack (1985), and subsequent future strategy of the organization.
& Innovation Team Learning designs, organizes and leads the prospective process stages: pre-foresight (preparation and targeting), prospective (future consultation) and post-prospective (promotion and monitoring) (Miles, Keenan, 2004), repeating the cycle, making corresponding adjustments and enriching Parallel Structure of Innovation and Learning (Medina Ortega, 2004).
Prospect Organization's Sustainable Future is to create conditions of possibility in this "dis-cover, remove the veil, to illuminate the dark areas of our experience and see the future systemic chaordic, reticular and sustainable" involved "in this . It is not the same thing to imagine a future outside our present as distant to be reached, that "witness" in the words of the theory U, acting on our Present Future.
6. Organizational metaphors
Organizational Metaphors can be useful inputs for the creative work of the Innovation and Learning Exercises and allow, from a collective reflection, to perceive the structure, culture and organizational strategy from a different perspective to the present, facilitate learning of new modes of organizational behavior and thus generate new ways of achieving the objectives and meeting the expectations.
do not think of new ways of organizing work, people, relationships, communication. Why not develop new types of learning, new creative processes, different styles of management and leadership. Why not make the information on the creative force, and noted as the organizational space is structured by invisible forces that relate the complexity. Why, in short, not create a vision and culture, which as a whole and in its proper action to transform the organization, giving each "part-whole (holon) increasing degree of autonomy at the same time in the middle of apparent chaos, order is maintained.
The transformation of the organization must come from within each of the integrated (Dee Hock, 2001), that by its acceptance of the new understanding and personal commitment, to establish the conditions of possibility, first , a change in vision, then a process of cultural transformation and dynamic relationship with the creative elements organizational power (people, time, resources, training, information, strategies, etc.).
The proposed holistic metaphors essential to make progress on many of the current organizational problems, since these, by their complexity and breadth, are incomprehensible to the mindset of most people, who prevails a model Cartesian thinking, essentially reductionist and fragmented. A comprehensive approach would introduce some order in the current conceptual chaos, providing a perspective that does not dissociate the economics of "green tissue" which is inserted (Capra, 1992, pag. 459), and the prospect for progress towards a society and economic regeneration (Senge, 2009, pag. 71).
traditional management models followed by the organizations, are presenting major deficiencies to fit in uncertain, turbulent and changing. It needs to evolve toward more forward-looking structures, dissipative, dynamic and flexible, able to assimilate the organizational metaphors and make them more competitive and successful organizations.
Between Organizational Metaphors to work for the EIA we highlight the following:
1. Crisis of perception: bridging the mechanistic model.
Conscious or not, the vision that we apply to our organizations and with which the drive is a direct descendant of the seventeenth century Newtonian physics, and therefore insufficient to address the problems and complexities that enterprises face a few years have started the twenty first century.
In organizations have built Newton borders on all sides, to represent the strength, the structures that guarantee things, ways to provide security. We've created roles and established lines of authority and limits of liability. In business, information is recorded on diagrams of all kinds, the analysis segments indicate proportions elementary, and we report the market share, employee opinion, customer levels, etc. It is thought
comprehensive, systemic and holistic approach that prevails at the dawn of the third millennium, with emphasis on the interrelationships between the parties as a key determinant of a world characterized by Heisenberg (1959) as "a complicated web of events, in which connections of different kinds alternate or overlap or combine and thus determine the texture of everything." Becoming the connections and processes and not "things or parts", the fundamental elements of reality.
2. Reticular vision of the company. A relational universe.
Talk about a new organization meant to radically change both the way we think and act. At present it is common to use terms such as interaction, networks, integration. However, what is already emerging as a model for thinking, not yet a model for action, what is thought is not in play. It is interesting to imagine a company in its multiple relationships, the challenge is to institutionalize a grid view of the company and even more difficult to behave accordingly. What you do not have integrated itself can not translate it into reality as a continuity of thought, word and deed.
3. New organizational forms. Non borders.
Suddenly, we noticed that by changing our view of the world, overcoming a mechanistic perception, incorporating a systemic thinking based on new scientific theories, the reality is structured in a network of interrelations, processes, holons, invisible fields that determine the behavior and space, etc., by removing the fixed structure and "cosist" of our organizations, and making participants and active members of a learning organization, open to continuous learning, without borders, with a great capacity self-organization and self-renewal.
4. Disorder as a source of a new order. Chaordic Era.
do not see a totally different organization, why not view it in its apparent disorder, operational instability, but looking for systemic structures that somehow intimate tell us "order" that reigns in the chaos "but our narrow mindsets do not only prevent, but constantly hinder the natural development of activities (Hock, 2001).
The great challenge that lies before us is, first understand that every organization or company behaves as a dissipative structure, or better said, which naturally tends to settle as a self-organizing system or autorrenovante (Prigogine, 1993). Second, note that it is our narrow mental model that tries to fix the volatile, preserve our precious stability, and die trying, trying to isolate the environment.
5. The organizational space in terms of field. Morphogenic fields.
general organizations and companies in particular are shaped structures as "morphogenetic fields (Sheldrake 1990 / 2007). The individuals within them behave as "energy waves" that interact among themselves and with the environment (suppliers, customers, etc.) express certain behaviors in a space that is facilitated organizational learning and adaptation to changing and complex environments.
When it comes to vision, culture, ethics in organizations, but we are talking about is "fields" which are detailed in organizational behavior patterns that reflect the actions of a company. Beyond the terms we use, these concepts clearly reflect the experience and maturity of the organization and achieved successes or failures in its history. The metaphor of the fields is very illustrative and applicable in organizational leadership. The persons responsible for leading others recognize the importance of generating a field that nurtures leadership participation, accountability and commitment of all, they favor extending the field to customers, shareholders, suppliers, competitors.
6. Strategic Shortcuts
"Many real-world systems rely on networks. The brain is a neural network, organizations are networks of people and the global economy is a network of national economies." Duncan Watts said. Duncan Watts (2003) and Steven Strogatz, two mathematicians at Cornell University in the United States focused their studies on so-called small world networks: those in which As in the game, each member has a direct link with others. These networks support the theory of six degrees of separation proposed by Stanley Milgram in 1960.
In organizations there are many visible and invisible ways that connect in various ways throughout the organization. However, it seems we only see what the organizational structure and show us and that is manifested in the way we behave according to clearly defined standards of conduct by our inherited culture. Unfortunately, in so doing we fail to appreciate and use the "strategic shortcuts." The model holds that by introducing a moderate number of "shortcuts", specially chosen, decreases dramatically the number of intermediaries who must travel between a given position in the network and any other position. The idea is simple, is avoided through all the intermediate steps, maintaining cohesion "local" network, while it encourages communication and organizational knowledge management.
We have presented some of the organizational metaphors, in a broad spectrum of organizational forms, which are beginning to be implemented in companies and organizations worldwide. In each case acquire the particularity of the environment and the type of institution in which they operate.
7. Hart and Milstein Model Sustainable Value Creation.
Godet says: "The forward thinking on the future of a company or a territory is a unique opportunity to overcome the difficulties and contradictions in the short term and start in all minds and all levels of the essential awareness of the need changing habits and behaviors to cope with mutations. It is therefore necessary to start from the internal diagnostic capabilities and make the exercise of foresight to order skills that are often dispersed "(Godet, 2000, 10, p.37).
Taking into consideration the words of Michel Godet, we consider it highly desirable for forward thinking East any strategy and any decision making toward a sustainable future, which bases should be set properly in the present. The concept of sustainable development as development that meets present needs without compromising the ability of future generations to meet their own needs (WCED Report, 1987), has evolved to say that the sosteniblilidad is characterized initially by the harmony of three elements : economy, environment and social equity, to which is added to take into account the "complexity" of the sosteniblilidad in the decision process, consideration of global trends and forward thinking. "The leaders want to learn how to ride the wave of sustainable innovation into the future while still maintaining a healthy and viable business in the present "(Senge, 2009, pag. 124 et seq.).
identify strategies and practices that contribute to a sustainable world and at the same time, mean creating shareholder value is the objective of the model of "Sustainable Value Creation" for the firm developed by Stuart Hart and Mark Milstein (Hart & ; Milstein, 2003). They argue that businesses of tomorrow will emerge from the new clean technologies that reduce the ecological footprint of the company, increase their eco-efficiency and prevent pollution, thereby reducing costs and risks, while meeting the most urgent needs to reduce poverty and the widening gap between haves and have nots.
The Argentine Business Council for Sustainable Development published a document called "Sustainable Development: The Case of Argentine Business - An academic analysis of 10 years of good business practices" (CEADS, 2008), in which he used as a conceptual framework model Hart and Milstein. We analyzed the evolution of 326 companies in the period 1998-2007, as for the good practices implemented strategies on eco-efficiency, environmental management systems, design for environment environment and life cycle, communication with stakeholders, corporate social responsibility, integrated management of impacts (social), base of the pyramid. The result showed that the challenges associated with sustainability help identify strategies and practices that proactively contribute to sustainable development and at the same time, create value for shareholders. Organizational learning are processes that favor the progressive internalization of environmental and social responsibilities in a business strategy that will generate benefits for current and future generations.
7.1. Framework.
The structure of shareholder value is a multidimensional structure in which are considered basic components in four dimensions which are a source of creative tension between the "vision" of future scenarios, and "everyday reality" of the organization.
Imagine a game in which the basic components of the structure of shareholder value. The vertical axis reflects the needs of the company in terms of managing the business of "today", while simultaneously creating the technologies and markets of "Tomorrow" The horizontal axis reflects the needs of the organization to develop and protect the skills "internal", while simultaneously infused with new perspectives and knowledge from "outside."
Combining these two axes results in a matrix (2 x 2), resulting in the creation of four different dimensions. The dial located on the left below focuses on those aspects of performance whose nature is primarily "internal" and "short term": reducing costs and risks. Clearly shows that, unless the company can operate efficiently and reduce your risk, there will be a decrease in shareholder value.
The dial located at the bottom right focuses on the "short term" and includes stakeholders 'outsiders'. Proper and creative inclusion of external stakeholders can provide a differentiated positioning to create the leadership and legitimacy necessary for the support and growth of shareholder value.
located in the upper quadrant left the company must not only an efficient way to manage the business today, but also generate products and services for the future. Finally, the dial located on the top right focuses on the dimensions of "external" performance associated with the "future." The prospective study is very important to make credible the future growth of the organization, key to generating value for shareholders.
Organizations must act efficiently and simultaneously in all four quadrants to maximize shareholder value and be sustainable over time. 7.2
global Drivers for sustainability.
There are four groups of "drivers" on global sustainability (Hart and Milstein, 2003). The first group corresponds to the growth of industrialization and its associated impacts such as material consumption, pollution, and waste and effluents. Thus, the efficiency of resource use and pollution prevention are crucial to sustainable development.
The second group of "drivers" is associated with the proliferation of stakeholders (mainly comprising civil society), taking leading roles in control and in some cases, even "force" social and environmental standards. To achieve sustainable development the companies have the challenge of operating in a transparent, responsible and informed.
The third group of "drivers" on global sustainability is related to emerging technologies that would provide solutions "disturbing" and that could make obsolete many industries today (thinking particularly of the use of material and energy intensive .) Innovation and Change technology are the "keys" to achieve sustainable development.
Finally, the fourth group of drivers is related to population growth, poverty and inequality associated with globalization. The combination of population growth and injustice, is recognized as the cause of the creation of social decay and political crisis. The globalization of the economy degraded local autonomy, culture and the environment causing a growing decline in developing countries (Hart and Milstein, 2003).
The "drivers" of sustainability are opportunities for organizations to improve the four dimensions they make to shareholder value.
8. Leading from the Emerging Future: Theory U of Otto Scharmer.
As seen above the dominant paradigm in our organizations, is the legacy of educational models supported by a Western world view, Cartesian, mechanistic and learning "maintenance" (Botkin, Elmandjra, Malitza, 1979) based mainly analytical and rational reflection on past experiences. Planned and "build" from the future than previously thought and did, and to the extent that we assume that similar situations arise above is from this hypothetical situation we make new scenarios.
Otto Scharmer (2008) proposes a new way of learning, which complements the former, through the presence in emerging future. Considers the practice of being present (presence), intensifying the here and now in a quiet space and openness, enabling the arrival of so-called insight (find) and raises the possibility for the future.
Most great discoveries (the theory of relativity of Einstein, Handel's Messiah, the Archimedes Eureka, etc.) Have been, in the words of its authors, the result of insight, intuition, heuristics vision , a sudden discovery (Serendipity), a vision imnmediata the future with a clarity about what to do next. This insight is like a seed that must grow to reach their full potential. The U process gives us the ability to regenerate, that is, change our way of thinking and seeing, to achieve the insights required to address complex problems in times of high uncertainty. U
The process makes us a methodology that consists of three phases: perception, witness and realize. Each of these phases requires specific conditions to facilitate learning.
1. Sensing: Sensing The phase invites us to overcome our own mental models and open ourselves to discover the reality and see the whole the system of which we are part. To get in touch with reality Real two capacities are needed to develop:
1.1. Suspend the trial, be aware that our eyes on things that actually affect the mediating and conditioning are provided. We must be aware of our limitations and thus be able to overcome the eye arising from our trials.
1.2. Redirect: it is about developing the ability to hear and see from different positions, extending our sense of place and space. Think from the perspective of others. View from another angle. Discover the reality as a whole. Overcome the fragmented view of the world.
2. Witness: It's about discovering our knowledge of what is happening in the system-organization. The role we have in him and what we do personally and collectively. It is the ability to connect to the highest possibility of future you want to emerge. The presence requires not only opening the mind, but more subtle aspects such as the heart and will, to access the deep knowledge of self. The way to deal with difficult situations is connected with the three levels of care: an open mind, open heart and open will. Witnessing
embodies intentionality. It is a space for spontaneity and intuition, scorned by rationalizing thought and Cartesian mind. But a natural human ability. Is connected to a natural source of creativity, without hindrance, without deliberation, is the future emerges. It's the opposite of the action which seeks an end. The purposeless spontaneous act: the important thing is not to seek, but find. Scharmer proposes that at this stage the two capacities should be developed as follows:
2.1. Letting go. Abandon what we believe: the concepts, tools and ideas. Yield and surrender to whatever that needs to happen. To them we must have courage and lose fear of emptiness that entails. It is entering a state of profound receptivity. Navigating the mysterious and uncertain, leaving behind the certainties. Are no longer useful recipes. Do not put mind and choose not to let things flow.
2.2. Allow to come: this is a very difficult, as it represents a change of action, a new commitment. A new understanding of our evaluation. This is to let a new light on one aspect among us, a new perspective on a particular issue. This phase requires a quiet, out of ourselves and see ourselves as part of all, listen to our inner voices, more intimate, so that clarity emerges on the way forward.
3. Realize: This is the stage of many conclusions that unfold over time. It reaches this stage clearly knowing what to do. It has the vision. We have made a discovery about how to tackle the problem now is to build the solution. The capabilities of this phase are:
3.1. Crystallize: No one knows exactly where we will, but that steps must follow, we have the idea that we paint the picture but not the details. This capability intention to demand what is done: translating emerging solution in a particular solution.
3.2. Prototyping, involves turning ideas into physical creations, experiment, spin, test, change, make mistakes, redo. This is a cultivation process, exploring the future from the action, integrating body, mind, heart and will to make designs.
3.3. Materialize, is spreading the innovation, the way we faced the adaptive problem, to be incorporated into the organization. Requires trust what comes and people. Ecosystems is to create spaces that self-regulation in the sustainability of solutions, which are in the final analysis, dynamic responses to complex problems.
The greatest crisis of our time is the model of thinking, how to address problems. Times are uncertain, complex and changing, thus requiring the cultivation of the subtle, the return to the original source of knowledge. The gradual rationalization of human action has had and organizations has paradoxically human beings more vulnerable and irrational. U
theory proposes a new synthesis of understanding of human action and how to know and do. This is an open learning model innovation, new, and is recognized and reconciled through the critical, with the past, with what exists. Companies such as HP, Shell, Google, Daimler, among others, have understood this and encourage a process-based leadership in U.
work high-performance teams, Teams of Innovation and Learning, to qualitatively transform human relations, according to Otto Scharmer, modify or supplement the traditional management with three innovations:
"The first is to be more precise in the way of connecting with a larger environment than what we were accustomed to handling. The management is not only a cognitive science: it is a practice that requires slow down and we move to the place of potential. The second innovation in management is about connecting with our deepest sources of knowledge. The third relates to rapid prototyping, and has to do with learning by doing and to use the prototype as a practical means to explore the future through an action. So these three things: observation and deep dive, the connection to the inner self and source knowledge, and rapid prototyping, must change or supplement the theoretical framework of management and leadership "(Alonso, 2009).
8. The Strategic Alignment: key to the success of organizational strategy.
regard to human capital, Godet (2000.10) warns that:
The main constraint to business development is the human factor by the time needed to train and motivate men to a project.
The trends are not inevitable, it all depends on men and their ability to incorporate future potential to act and move together towards a different future. Changes in the environment Company require great flexibility and rapid response capacity, which depends heavily on the structures.
Structures must not only adapt to the changing environment, but to provide for their inertia and engender delays in this adaptation (Godet, 2000.10). If the Prospective
gives future scenarios and sustainability gives us the framework of responsibility and commitment to future generations, innovation and strategic alignment are essential components to develop the highest possible level organizational skills that will enable the organization to obtain expected results. Alignment is generally considered as the process linking the various units and areas with the strategy of the organization, coming in this process to the employee level, so as to ensure that the work, activities, decisions and daily behavior of all people, of all levels, every day, are directly linked to support the strategy of the organization.
Parallel Structure of Innovation and Learning, in this paper suggests as a tool for organizational innovation, strategic aims to develop and implement action plans and lines of proactive and sustainable through human capital connected with each other and aligned with Expected accomplishments of the organization.
Lo "is human capital" in the process of aligning the strategy with the objectives, targets, indicators, measures, projects, resources, culture, structure, processes, skills, information systems, etc. .., used for monitoring continuous modern tools such as the Balanced Scorecard (Kaplan, Norton, 1996). Both
prospective techniques as the model to sustainable value, collaborate and facilitate the internal-external alignment, individual-collective, horizontal-vertical and present / future. The efforts of the timing of key organizational processes along the value chain (horizontal alignment) must accompany the integrated work each and every one from their particular and important position in the organizational structure (vertical alignment).
Strategic alignment produces results when all people working in the organization participate and actively engage in defining and putting into action the strategy both horizontally and vertically.
9. Conclusion.
In foresight, says Tomas Miklos, planning focus from the future into the present, as opposed to more traditional approaches, in adopting perspectives anchored in the past or the present and superimposed as constants a future that is not reflected but forced "(Baena Paz, 2005).
Our old paradigms must not prevent or hinder access to a universe full of potential, that failure to "discover" is chaotic and random impose a negative impact on individuals and organizations. Any analysis we do on our organizations inevitably ends in the "human factor" in the real capital that institutions that desperately need to rediscover. It is useless to consider the importance of human resources but notice the "profound crisis of perception" product of the acceleration and magnitude of the changes that have been occurring in the modern world and it needs to overcome the "human gap" (Botkin, Elmandjra, Malitza, 1979), a new way of interpreting reality in all of us. One way, which involves a new approach to address not only urgent but important, and even the transcendent, giving a more inclusive way of organizing the institutions and companies. Exercise
metaphors in organizational and process U facilitate a change in our mental models in use, so as to achieve a thought which aims at controlling the expected change (be proactive) and cause a desired change (being proactive). This is not only strengthened the ideas of Gaston Berger when he stated that:
The future is based on six fundamental virtues. The first of these qualities is the calm needed to make the distance that allows to keep control of himself. Imagination, a useful complement to reason, which opens the way for innovation and gives to those who have it show a different and original view of the world. Team spirit is essential to operate efficiently, as well as the enthusiasm that pushes the same action and makes man capable of creating. The value is essential to get out of the roads mentioned, to innovate, to undertake and assume the inherent risks. Finally, the sense of humanity is the primary virtue, to be aware of its becoming, a society must put people first. Culture plays a vital role in that it can grasp the thought of another, gives the possibility to understand before judging, displays, through its various forms, how a man can take charge of their destiny "(Godet, 2000, 10).
conclusion, to Innovate Sustainable Future Organization we would propose some suggestions:
1. Establish an EIA, Innovation and Learning Team, composed of "experts" from different areas of the organization to work continuously in a "parallel structure of Innovation and Learning" doomed the development and monitoring of "the organization's strategic variables Sustainable Future.
2. Hold workshops, prior to any prospective exercise, working the image and promoting personal vision Transformaction Personal Auto, aiming to generate in each participant a holistic and spiritual attitude that makes them feel "we proactive organization" linked and interrelated with others, to society and the environment.
3. Organizational Innovation Developing creative exercises using the example of the Organizational Metaphors mentioned in this paper.
4. Prospect future scenarios that will build on the results required by the EIA team of experts.
5. Using the model to create sustainable value by Stuart Hart and Mark Milstein of four quadrants to align organizational goals and strategies in time and space, and create long-term sustainable value.
6. Implementing the Theory U to lead the organization from the emerging future.
7. Implement the Strategic Alignment as a process suitable for carrying out a successful organizational strategy.
In summary this paper argues that the prospective exercise is important, compared to the times of increasing complexity, high uncertainty and marked mechanistic paradigm, enrich and complement it with an organizational model that creates sustainable value and essentially constant practice of Innovation and Learning Teams aimed at bringing a parallel structure of Innovation and Learning to promote the strategic alignment of human capital by exercising leadership in the emerging future.
7. References.
Alonso, V. (2009). Interview with Otto Scharmer. Day Praxis, 2 (8), Spain.
Baena Paz, G. (2005). Emotional Human Security and Infrastructure. 1st. Ed, Mexico, Consultancy and Communication Services.
Botkin, J. & Elmadjra, M. & Malitza, M. (1979). Learn, No Limits, Report to the Club of Rome, Spain: Santillana.
Bushe, G. and Shani, AB (1993). Parallel Learning Structures, USA: Addison-Wesley Iberoamericana.
Capra, Fritjof (1992). Crucial Point, Argentina, Die.
Christensen, C. (1997). "The Innovator's Dilemma." Harvard Business School, Boston.
CEADS Argentine Business Council for Sustainable Development (2008). Sustainable Development: The Case of Argentine Business. An academic analysis of 10 years of good business practices. The 1st Ed - Buenos Aires.
Drucker P. (1996). Administration in a Time of Great Change, Argentina: Sudamericana.
Drucker, Peter (1993). Post-capitalist society, Argentina: Sudamericana.
Festinger, L (1957). A theory of cognitive dissonance. Evanston, IL: Row and Peterson.
Glenn, J. & Gordon, T. & Florescu, E. (2010). The Millennium Project - State of Future 2010, USA
Godet, M. (1987). Foresight and Strategic Planning.
Godet, M. (2000). Strategic Foresight - Notebooks LIPSOR No. 10.
Godet, M. & Prospektiker (2000). Toolbox of Foresight Strategic - Notebooks LIPSOR No. 5.
Godet, M. (2005). Facing the Future. True false questions and problems,
Hart, S. & Milstein, M. (2003), Creating Sustainable Value. Academy of Management Executive.
Heisenberg, W (1959). Physics and Philosophy, Buenos Aires: La Isla
Hock, Dee (2001). The Birth of the Age Chaordic, Barcelona: Granica.
Innerarity Grau, D. (2005, June). Thinking about order and disorder: a poetics of the exception. Revista electronica estudos Hegelian 2 (2), 2.
Kaplan, R. & Norton, D. (1996). The Balanced Scorecard: Translating Strategy Into Action, Bosotn: Harvard Business School Press.
Medina, J. & Ortega, E. (2006). Manual foresight and strategic decision: theoretical bases and tools for Latin America and the Caribbean, Chile: ILPES.
Miles, Ian & Keenan, Michael (2004), Overview of Methods Used in Foresight PREST, Institute of Innovation Research (Iorio), University of Manchester, UK
Prigogine, Ilya (1993). So just an illusion?, Barcelona: Tusquets Editores.
Ragno, L. (2002). New Organizational Metaphors. Management Management of Organizations, Mendoza, Argentina: Universidad del Aconcagua.
Reynoso, A. (2006) Strategic Alignment, Strategylink.
Scharmer, O. (2008) Theory U: Leading from the future as it emerge. The social technology of Presencing.
Senge, Peter and others (1995). The Fifth Discipline in Practice, Buenos Aires: Granica.
Senge, Peter and others (1992). The Fifth Discipline, Buenos Aires: Granica.
Senge, Peter and others (2009). The necessary revolution, Buenos Aires: Norma.
Senge, P., Scharmer, Otto, Jaworsky, J. and Flowers, B., (2004), Presence: An Exploration of Profound Change in People, Organizations, and Society , Currency / Doubleday.
Sheldrake, R. (1990/2007). A new science of life. The hypothesis of formative causation. Marge-Xavier Martà Translator Coronado. Third edition. Barcelona: Editorial Kairos.
Taleb, N. (2008). THE Black Swan. The Impact of the Highly Improbable, Spain: Polity Press.
Wack, Pierre (1985), "Scenarios: shooting the rapids", Harvard Business Review, nov / dec. 139-150.
Watts, D. (2003), Six Degrees: the science of a connected age. Random House: London, UK.
Wheatley, Margaret (1994). Leadership and the New Science, Argentina: Granica.
Wilber, Ken and others (2000). A Theory of Everything, Barcelona: Kairos.
Zohar, D. & Marshall, I. (2001). Spiritual Intelligence, Spain: Plaza & Janes Editores.
ca-pub-1481061083777299 
0 comments:
Post a Comment