Thomas Schönweitz

Design Thinking Toolbox: Tool No. 19: STORYTELLING   All tools are available in German, English, Italian and French. The tool Storytelling is used to communicate the insights within the team, e.g. from the phase of understanding and observing, four steps can be taken. First of all, each team member who has collected insights and e.g. conducted needfinding interviews is encouraged to fill in one line e.g. per person interviewed (A-D) and then to summarize the highlights and peculiarities of the person or user. In addition, meaningful quotes from the interviewed persons, for example, should be written down. It is best to interpret the results together as a team and discuss the meaning. Summarize the results together and extract the main findings from the interview. On this basis, for example, the results can be shared as a story with the team and the stakeholders. In addition to the story, key points can be formulated, a storyboard can be created or a small video can be produced that plays the treatise and underlines the meaning of the insights. The Design Thinking Toolbox from Michael Lewrick, Patrick Link and Larry Leifer collection is especially useful for online workshops. The Design Thinking Toolbox is available in English, German and many other languages. Visit your bookstore or http://a.co/d/e93450L What you can do with this tool: - Research, talk to people and create empathy to formulate profound stories. - Summarize results from the Understanding and Observing phase and discuss them with the team. - Highlight the unexpected and create new perspectives. - Generally share knowledge, ideas, but also results (solutions) with others. Download the basic template for free directly from LinkedIn or get the entire Toolbox collection with a special price: https://lnkd.in/ePVbA-B #designthinking #workshop #innovation    

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Agile Stability & The Entrepreneurial State with Rainer Kattel! Agile stability in the context of the entrepreneurial state” explores the role of the state in innovation and the economy I. Bureaucracy and Innovation 1. Bureaucracies are often associated with rigidity and resistance to change 2. However, state bureaucracies can play a crucial role in supporting innovation across the economy and society due to their stability and agility II. Agile Stability Concept 1. UCL Professor Rainer Kattel introduces the idea of "agile stability." 2. Governments need stability for long-term functions while also maintaining agility to respond to new challenges 3. Examples include digital agencies that start small and experimental but later become institutionalized III. Designing Innovation Bureaucracies 1. Public organizations should be consciously designed for innovation 2. Both capabilities (skills and leadership) and capacities (infrastructure and resources) matter IV. Mission-Oriented Policies 1. Public organizations face challenges in addressing complex issues like climate change 2. However, innovation bureaucracies often lacked dynamic capabilities V. Meeting Challenges 1. Developing an innovation bureaucracy requires judgment, resolve, and funding 2. Failing to address challenges risks missing the promise of an "entrepreneurial state." This is a very inspiring podcast with by Nadim Choucair as part of his 🎙️ Curiosity That Matters Podcast Podcast series Make sure to check it out here: https://lnkd.in/d9DdaDMU UCL Institute for Innovation and Public Purpose #innovation #policy #agility #mission #systems #entrepreneurialstate

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🌷 Have you already started the long weekend? We are already recharging the batteries and invite you to build your form for the summer (and next years) with us. 🎓 If you would like to expand your project management and #Agile knowledge and, most importantly, practice and get inspired, then join the 21st PMI® Authorized PMP® Exam Prep Course starting May 6th (English edition) or sign up for the #PMI® Authorized #CAPM® Exam Prep Course planned for 13-15 May. 💫 Spring is also the perfect time for reflection. Imagine a medieval construction site and three workers doing the same thing. The first, when asked what he's doing, replies that he's making money by working the stones. The second, that he is perfecting his art of stonemasonry and carving more and more complex pieces. The third throws it in brief: I build a cathedral! ⁉ And what do you do in your work? Do you build a cathedral? Do you sculpt? Are you making money? ℹ Ask yourself this question as soon as you wake up. The moment after waking up is usually authentic. Later, buried in the treadmill, we begin to rationalize the situation, and the first feeling is important. #projectmanagement #agileleader #servantleadership

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Looking for a project with the potential to create tangible change on a global scale? We, at Strategium.Space, started the Noosphereum. Upgrading strategic planning methods suitable for both individuals and corporations, Strategium.Space creates implementable strategic plans, not just wishlists. But it doesn't stop there. The Noosphereum project takes these methods to the next level, applying them to the future global economy. Imagine a world where the strategic plans of governments, corporations, and individuals come together to create a truly balanced, comfortable, and just global economy, free from imbalances, wars, and injustices. At the core of this universal economic justice lies the foundation of economic relations. The Noosphereum project aims to address this core point. Our vision and mission guide the project and its goals, which you can check out in more detail on our website. If you are passionate about creating a better future for all and want to get involved in this exciting project, please don't hesitate to reach out. Together, we can make a real difference. #noosphereum #strategicplanning #economicjustice #globalchange #collaboration https://lnkd.in/eFNwaABu

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Many strategy documents sit on a desk somewhere, gathering dust.   Or maybe printed off and shoved in a drawer, never to be looked at again.   Let’s face it:   Many strategy documents can be DULL as dishwater.   We don’t want to read them unless we absolutely have to.   My promise is this:   When you work with me to build your Resilience Strategy, it will be anything but dull.   I will teach you the skills to future-proof your business so you can: ✔️ Conquer all challenges ✔️ Withstand crises ✔️ Mitigate risk   I will teach you how to make your business ready for anything.   Send me a DM, and let’s build your epic Business Resilience Strategy.    -   👋 I’m Sheena, founder of Emerald Resilience. Follow along for regular content on Leadership, Resilience and Wellbeing. 

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The crucial role of innovation portfolio management Without structured innovation portfolio management, navigating the complexities of new ideas and initiatives can quickly become overwhelming. Organizations risk descending into chaos, where the strategic alignment and potential value of each idea cannot be accurately assessed or realized. THEREFORE Use these crucial questions to ask ourselves regularly: ❓ Does This New Thing Fit In? - Ensuring that new ideas align with our overall strategy and goals is essential. If it doesn't fit, it might not be worth the chase. ❓ Does This Need to Be Dropped Out? - Not every idea will fly, and that's okay. Recognizing when to let go is just as important as pushing forward. ❓ Is This Already Done and Ready? - Sometimes, we might be sitting on a goldmine without realizing it. Is there something in our portfolio that's ripe and ready to go? ❓ Does This New Thing Meet Our Criteria? Set criteria for what makes an idea worth pursuing. If a new idea doesn't meet these criteria, it might be time to pivot. ❓ Is This Thing Getting Too Big? - Scale is crucial. If an idea grows beyond our capacity to manage it effectively, we must reassess it. ❓ Do We Need More People? - Great ideas need great minds. Do we have enough hands on deck, or is it time to bring in more talent? ❓ Do We Need More Budget? - Sometimes, the budget is the only thing standing between an idea and its realization. Is it time to allocate more resources? ❓ Are All Our Topics Covered? - Innovation should be comprehensive. Are we exploring all avenues or missing out on potential game-changers? Managing an innovation portfolio takes work. It requires 💎 constant questioning, 💎 regular assessment, and 💎 a flexibility to adapt. You need strong decision-making and the willingness to stick to these decisions without bypassing authority. --- I write about Innovation & Strategy. If you like this, follow Dr. Nils Jeners 🔔 --- #innovation #strategy #drnils

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It is such a cool thing that we as Change Pioneers have this interactive Coaching Pool - whether you want to get-to-know potential coaches better than just a CV or static website or as a larger scale inhouse solution for your employees and managers. No need any longer for HR BPs to recommend the usual 1 or 2 coaches - let your internal clients decide! Check it out and feel free to ask me! And certainly I am thrilled to be part of the Change Pioneers Coach Pool: Igniting Sustainable Change Globally! 🌟   Change Pioneers GmbH is a global consulting ecosystem dedicated to igniting sustainable, impactful change worldwide.   Change Pioneers is not just a consultancy; it's a movement. We believe in cultivating teams and organizations grounded in purpose, driving toward a sustainable tomorrow. Our integrated human-first approach recognizes the primary value of individuals in propelling organizations, leaders and teams forward. Moreover, we base our strategies on evidence-based practices, leveraging neuroscientific findings to establish solid ground rules for change and transformation.   I am honored to be part of Change Pioneers' esteemed coach pool, where personal mastery takes center stage. Our team of proven experts is dedicated to helping individuals thrive amidst uncertainty and change. Together, we focus on developing new behaviors that not only impact your professional life but also enhance your personal growth and well-being.    Here's to igniting sustainable change together!   #coach #coaching #coachpool #changepioneers #coaching4all

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Unveiling Opportunities in Business Succession: I Went to The Nexxt Change Event And This Is What Happened. This week, I attended the Nexxt Change event in Berlin, a gathering focused on the future of business succession. With a notable presence of retiring entrepreneurs and a scarce number of successors, and politics. And a lot of consultants…. The event highlighted a critical gap in the continuity of small and medium enterprises (SMEs) which are the backbone of Germany's economy. Key Observations: 📊 Demand vs. Supply: For around every ten retiring business owners, there was just one potential successor in the audience, underscoring a significant opportunity for those looking to lead, rather than start, a business. 📈 Inspirational Success Stories: 1️⃣ From a former Berlin startup enthusiast, revitalizing a Munich-based company and still partnering with the old shareholder to further growing inorganically in the industry. 2️⃣ Over a former corporate guy, turning around the family business of his old study friend (son of the former owner) together, 10x the revenue in <10 years with crazy margins. With socks 🧦. 3️⃣ To a woman now owning the small but profitable physio therapy studio of her former boss. The stories shared were not just inspiring but a testament to the lucrative and impactful nature of business takeovers. ➡ One commonality was the necessity of a great personal match between the old owner and the successor as the key success factor. The best cases stay in touch long after the takeover and hand-over phase. 👨‍🎓 Personal Takeaway: Despite my less-than-perfect pitch in the end, the event opened up numerous interactions with business owners eager to find successors, which was an eye-opener about the high demand in this sector. Just put yourself out there. It sparked my interest in three industries, signaling the beginning of a deep-dive exploration into where I might make the most impact. 💪 Facing the Challenges: Financing and bureaucratic hurdles remain significant for both sides, but with options like Bürgschaftsbank Berlin, there are ways to navigate these obstacles. The range of businesses interested in succession varied widely from industry to company size, indicating diverse opportunities depending on one's business and lifestyle preferences. ⬇ Bottom Line: There’s a crazy need for new leadership in established businesses, coupled with the potential for substantial economic and personal growth. Succession represents not just a lucrative venture, but a profound social responsibility—offering a robust alternative to starting from scratch or remaining an employee. ____ What do you think? Start from scratch or try out to build on something existing?

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I have spent my career creating these kinds of visuals to facilitate conversations about wicked problems. Finally there is research showing why this enhances not only communication, but also cognitive processing, making it an essential tool for strategic decision making. Yes, it should be taught in business schools - its not something that should be relegated to visual design. This is not about aesthetics, it is about improving cognitive search, exploration and decision making. Well done @Felipe A. Csaszar, @Nicole Hinrichs, @Mana Heshmati. #design #informationdesign #strategicthinking #strategicdoing #strategicdecisionmaking Ed Morrison Mani Vannan Doug Smith Jane Rogan Beatrice McAlister Stuart Middleton Tyler Okimoto Neil Paulsen Charmine Hartel (FASSA, FCAHR, FAHRI, FANZAM, FAIM) Brad Beach Dr. Stuart Hamilton Nina Terrey John Body Holly N. O'Driscoll Christi Zuber Virginia Hamilton Chrystia Chudczak Margy Vilé Mary E. Moreland

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Conceptual frameworks are crucial for focusing our work and fostering diverse thinking. Mutuality is key to unlocking the full potential of diversity, as visualisation guides conversations and builds relational trust. As leaders, our role is to mobilise others towards a shared goal, and these frameworks serve as powerful tools to mobilise our teams into action. #Leadership #Diversity #Framework #Mutuality

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Feeling stuck in your research leadership journey and wondering how to keep that motivation high? Dive into our (Leadership Sculptor GmbH) blog, "𝗙𝗼𝘂𝗿 𝗞𝗲𝘆𝘀 𝘁𝗼 𝗨𝗻𝗹𝗼𝗰𝗸𝗶𝗻𝗴 𝗠𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻," and enhance your understanding of staying motivated in your leadership journey.  Read now and share in the comments what knowing about these four keys opens up for your leadership. 🔗 https://lnkd.in/e52ZZu2r #DevelopingRandDLeaders #EnduringLeadershipExcellence #Leadership #Motivation #Team #Research #NewPI

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🔔 Assessment requires a fundamental shift in our thinking. Instead of asking: "how can I AI proof my assessments?" We should be asking: "how can I ensure learning has happened". #AI #assessment #learningdesign #highereducation #studentsuccess #AIinEducation #educationaldesign #authenticassessment #experientiallearning #education #training #learninganddevelopment #ChatGDP #GenAI Leon Furze https://lnkd.in/gy5UPe2g

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In my mind this claim becomes ever more true to me. Would you agree? Also, the invitation stands for an elaborate 1:1 on topics you would like to exchange thoughts about. Ping me #accenture #beyondBuzzwords #recalibrate

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Register now at resilience-check.com. You will be informed exclusively about the launch of CHECK YOUR RESILIENCE. In check: resilience factor SOLUTION ORIENTATION - a competence, a basic attitude. It's about identifying and describing problems in a concrete way, developing solutions constructively and systematically and implementing them consistently.

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Visualisation is a very important part of conceptualisation and graphics help that process. It also helps in making connections that may not be discovered purely held abstractly in the mind. Graphics also help to show relationships between ideas in your mind as you share with others. Shape discrimination, orientation and sequencing are all exercised in graphic interpretation. Basic cognitive functions, such as these, are most necessary for communication that leads to mutual understanding. Cognitive development and patterns of thought are enhanced by graphic understanding. This is only a part of the understanding of skills that help to nurture mutuality within the corporate world. However, those who use visual representation need to understand the cognitive capabilities required for users and viewers to gain optimum advantage from such a powerful tool. As one who is involved as a co-lead with Matthew Byrne in the project ‘Mutuality - the future of trust’. Our book provides an understanding of how we acquire those social and cognitive capabilities that make communication effective through a wide range of approaches that include graphic models. These models help us understand some of the thinking styles that help participants to follow a thinking process. Our book "Mutuality-the Future Of Trust", shows how we embed the art of being able to think together rather than in opposition, which is the essence of what it means to be mutual, in the corporate world. The book will be launched around September 2024. In the mean time read this open source paper recommended by Rob Briner https://lnkd.in/ekf7GFRC. This is an interesting paper on external representation and a topic that can lead to a greater understanding of mutual cooperation in corporate strategy.

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Do you know the difference between a principle and a rule? In my last postings, I have repeatedly mentioned principles, for example in this one (in German): https://lnkd.in/eKech23Z ... and that principles should be preferred over rules in complex environments. But why? What is the difference? Rules (or policies in business contexts) make sense whenever there is existing knowledge for a problem to solve. Consider a stop sign at a road, for example. This provides you with the safety of always „being right“ when you stop there. The authorities make sure that you cannot be held accountable as long as you make sure that you only drive when it's free. The rule simplifies the situation for you. The actions of all people involved become more expectable. The situation would be different if there was a sign reading „avoid accidents" (and let's assume there were no other rules in place). In this case, everyone would have to be extremely alert and canny. The situation would have to be carefully evaluated each and every time. The stop sign works really well in such a situation that is „only“ complicated like road traffic. But this does not work for complex problem settings that are full of surprises. In complexity, like the question what will be your product's next killer feature, no knowledge can exist for the solution. Not even the most sophisticated prioritization logic will help you there. You require alert people with experience and sure intuition, who navigate through the situation with circumspection. This will still not give you guaranteed success but the likelihood for success is increased dramatically. In contrast to principles, rules cause people to stop thinking because that is their purpose. Principles, however, coerce people into thinking as they do not provide a solution. Rules shift responsibility away from the people acting in a situation to those who have made the rules. Principles maintain responsibility with the acting people and this makes a whole difference in complex environments. If you want engaged employees who take responsibility and who navigate canny through complex problem settings, avoid working rule-based. Unfortunately, though, most traditional organizations are full of rules and policies. Unsurprisingly, lamentation about missing engagement and irresponsible behavior is ubiquitous in our economy. #rule #policy #principle #organization #differentiation #engagegment #responsibility #complex #complicated

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WELCOME TO SNIUKAVATICS ... What are those? Deep plunges of a Sniuk into wrong Strategy waters. In this example, an old and sterile framework about Strategy, called the "Strategy Diamond", which combines into a subjective mumbo-jumbo selection several components of the Strategy cycle: 1. "Arenas", something vaguely defined as extended markets where we'll do business. 2. "Differentiators", something about "winning", the mistaken stuff that suggests that business is a zero-sum game. It's not, except in a Blue Ocean context. These "arenas" and "differentiators" are in fact uninspired interpretations of the product-market-fit dimensions of the Strategy, along which we are defining our Strategic Positioning Mix of Strategic Choices /*. 3. "Vehicles", described as "ways to get there". Very confusing! There are clearer and more actionable ways to describe this: an Activity System, essential for turning our Strategic Choices into reality, and a Capabilities System, for having in place what is required to do that. All this resulting in a set of Strategic Gaps to be closed through the execution of our Strategy. 4. "Staging", suggested to be a "a sequence of moves". Could the authors of this "diamond" not have heard of Strategic Planning, which is about so much more that some sequenced "moves"? /** 5. "Economic Logic", about returns (profitability?). Well, that's not something that's part of the Strategy. It's about the Business Model that results from implementing our Strategy /^. We validate (or invalidate) our Strategy by estimating the sustainability of the resulting Business Model, but that model is not part of our Strategy. A big misunderstanding. Ok, that's it. There are more ways "to skin a ... thing", but some of them are more confusing and more harmful than others. Navigating through the weeds of Strategy approximation is unfortunately foggy. Why? On one hand, because Sniukavatics, like the example here, are polluting our social networks and business communities. On the other hand, because we are not alarmed by authors saying: "If you’re tired of the fluff and ready for a strategy that actually works, it’s time to embrace the Strategy Diamond". Which is the same as "Pick this fluff, it's better than other fluff!" What the heck! We're surrounded 😀 ... /* THE PRODUCT-MARKET FIT https://lnkd.in/ddkZCUzX STRATEGIC POSITIONING https://lnkd.in/d-f3Tza4 /** THE STRATEGY CYCLE https://lnkd.in/drwFzvyr /^ BUSINESS MODELS FOR OUR STRATEGIC CHOICES https://lnkd.in/dYcF5QHj The comics stuff: THE SNIUKULATIONS https://lnkd.in/d7GsqTcR THE "MASTER SUPERFICIALISTS" https://lnkd.in/d2jrRnDY THE VIRTUOUS GARBAGE CYCLE https://lnkd.in/di4P_KrG THE SO-POPULAR SHALLOW BOILERPLATES https://lnkd.in/dj6JeakU THE "INSTITUTES" https://lnkd.in/dp_ciKRP STRATEGY VS. PLANNING? https://lnkd.in/dNbPbUT7 A SURROGATE https://lnkd.in/d55DhbpS WHEN (STRATEGY) SIMPLICITY GETS TOXIC https://lnkd.in/dtARz6DV

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View my verified achievement from ProKanban.org. "The Product Value Acceleration assessment validates the depth of understanding of using an economic perspective in creating valuable products. Those who pass the assessment have demonstrated their knowledge using flow principles from a product lens in pursuit of creating value for customers." The corresponding assessment covered some interesting aspects to foster the balance between efficiency, effectiveness, and predictability. The assessment focuses mainly on one team. The following aspects were not covered: ● Managing Backlogs ● Prioritization Methods(kind of...) ● Long-Term Planning I will take the insights to the method topic group from InsurLab Germany with among others Ellen Zimmermann, Nadine Krings, and Daniel Temmler, where we critically discuss the advantages and disadvantages of current approaches for fostering flow and outcome-driven collaboration and communication in organizations of all sizes. #crossnative

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Rebecka Isaksson, hello! The discussion with Dan Holme stimulated my thinking along several lines--at once. I'll comment here on one that's most relevant to my interest in organizational network analysis (ONA). As you are surely aware, it is standard in both research and the practice of ONA to ask workers WHO (which co-workers) they go to for information, knowledge, advice, etc. that they need to accomplish their work. The resulting network graph (like the one shown below) is then an object of analysis in terms of its overall structure, as well as the positions of individuals within it. Dan spoke a great deal about how AI, especially Co-Pilot, is being integrated into workflows and the metrics that are being used demonstrate its value add. One thing I'm wondering is what would happen if a standard ONA survey asked the WHAT question in addition to the WHO question. That is to say, whether Co-Pilot was being sought out for advice, information, etc. just as if it were a co-worker. And since many answers will be yes, then the two most obvious questions are (1) where in the information- or advice-seeking network will should it appear (to most assist performance) versus (2) if it actually shows up there.

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