Mindset and skill mapping to the values driving the new economy shape the culture and business ecosystem for succes

By: Bill Van Eron Friday August 18, 2017 0 comments Tags: Bill Van Eron


By Bill Van Eron

Connecting corporate value with market regard

Headwaters Marketing & Innovation

When it comes to job creation our nation seems consumed with it despite us losing significant ground in creating jobs of meaning as mapped to the future.

Why do I say that?

  1. The advent of smart AI-enabled technologies will automate most job categories that have a routine to them. AI-infused applications will also expand to jobs that require analysis and complete smart solutions across singular or multiple communities, far sooner than we will be ready for. I know as we are already working with advanced technologies to shape business agility solutions.
  2. The gap between educations ability to prepare future leaders, innovators, enabling, conscious leaders, amidst the most recent jobs report and industry perceptions that education is indeed failing, is no small matter.
  3. Likewise, industry itself is failing with regard to revenue growth, innovation, inclusion and shaping value and experiences above the norm internally and externally. As one who shaped the initial high growth and value HP Education Program, when all else thought it was impossible, the need for such a solution on a grand scale is obvious and a real test of the current leadership inability to align education and industry as inter-dependent forces during change, Our new team is optimized to that task so excited to be the solution messenger rather than just a critic.  
  4. There has always been a lot of attention to jobs with emphasis on what will drive them and the skills required, but more so from a traditional perspective. We as a nation and as a global economy had a distinct advantage when our innovation and entrepreneurial roots kept us ahead of the world economy. But that is changing at an exponential rate while the USA government has been pushing us away from major growth opportunities to return to a past that is increasingly less relevant. Even Google forces innovative, disruptive solution providers to fit in with past descriptors.

More companies emulate laggard tendencies as they resist understanding the full impact of change and digital transformation internally and to their markets. Holding on to what they knew versus embracing change and the value tenets driving it is a sure path to extinction. Why not opt instead to design organizational models that adapt and thrive through change? Many of us that try to champion customers as change hits our organizations have the right mindset to help in a big way, if recognized, enabled and rewarded. Yet many of us run into all forms of active and passive resistance. I hear people in leadership positions dismissing anything new as “buzzwords,” as perhaps a desperate effort to hope new thinking will just go away. Some still resist anything beyond their core product centric culture as a dalliance, despite ample proof that if you build it, they may not come unless you are genuine, credible, have a meaningful social footprint, purpose, 80% externally focused and an open culture.

“It’s understandable when a child is afraid of the dark. What’s really scary is when grown men fear the light.” -- Plato  

With forward-thinking companies such as Microsoft, Google, Tesla and a few others, now finally embracing more of these soft principles, such as; an externally fueled vision, trust, value and brand strategies, I anticipate more will follow. The good news for us is the very work I led for HP over a 15-year period is now the model for organizations that want to lead and who realize most former models and approaches are failing. The current gap between market value readiness and corporate delivery has been pathetic as internal silos and solution silos stop an organization from vital agility, inclusion and being a culture that can adapt and thrive. . 

What are a few of the key evolving mindset factors?

  1. Acceptance that what you make matters less than what you stand for.
  2. Internal cultures close out major opportunities, a true external focus, new thinking and objectivity.
  3. Business (finally) has to be designed for people - both internal employees and external markets.
  4. Internal silos and solution silos are causal to dysfunctionality, versus integrated thinking and a shared sense of purpose, market and role vitality.
  5. Top-down management is a candidate for business obsolescence as greater employee and customer inclusion yield higher performance organizations.
  6. Trust, credibility, experience, value creation and meaningful innovation are your brands greatest assets or deficits. Product quality is an entry stake requirement.
  7. Leading is less about knowing than enabling others.
  8. Being seen as an “expert” now infers you are close minded to new input. In truth, less innovation and new relevance comes from established “industry experts” than from trained objective synthesizers who blend critical, possibility and systems thinking to any challenge.

What are some of the new skillsets shaping up as enabling capabilities?

  1. Pushing beyond your comfort zones to understand more of the system that your work is part of, then mastering more of that to increase your value and ability to do work that inspires others.
  2. Creativity needs to leap beyond its own status quo as defined by yesterday’s standards, to allow for creativity in key functions – sales, marketing, channels, influencers, alliances, technology integration and as germane to the full business internal and external experience.
  3. Far less innovation and new relevance comes from established “industry experts” than from trained objective synthesizers who blend critical, possibility and systems thinking to any challenge.
  4. Value Creation – This simple premise powers entire organizations to see value in the eyes of their customers and influencers, then building value bridges back to the brand, performance and growth.
  5. Experience management – across the internal and customer experience shifts business usual to business unusual, or greater meaning, connection and fun.
  6. Customer observation and trend analysis – Steve Jobs did not rely on research as it is a poor proxy for real customer insight, empathy and relevancy. AI-infused and human methods rule.

Conscious Champions need to emerge as the best force for organizational effectiveness and performance transformation. When you have earned, inspired, enabled and rewarded your champions, you have the best environment from which to adapt and thrive. Champions can be customer champions, market value trend synthesisors, solution architects, credibility, trust, purpose, sales, channel, R&D, culture and more.

All fill the gaps that abound in conventional organizations, while dramatically increasing the positive impact in embracing the value tenets driving change.

Bill Van Eron

About the Author: Bill Van Eron

Bill Van Eron, founder of Headwaters Marketing & Innovation, has evolved into this conscious designer model to better help others with core design and creative attributes to play a catalyst and strategic role within the need for all organizations to realign, transform, and create integrated value systems. This affords more employees and businesses to take immediate and long term delight in more fulfilling work, relationships, inclusion and shared performance rewards. It allows markets to realize unprecedented regard for your company and its shared purpose. Our Digital Transformation System is highly usable, mobile, inspirational and the first comprehensive solution that – like clay – can be molded to connect your needs with employee and market requirements. Like a river, it shapes value up (internally) and downstream (externally).