Existing moderate routine way of thinking gets in the way of real innovation. A systemic change is often needed. The world yearns for real transformation. However, people are creatures of habit. Routines give hold. Letting go of familiar behaviour – especially if it led to success – is difficult. In organisations too, it is difficult to let go of familiar thinking and actions.

The new uncertain future, which seems more volatile, complex and ambiguous, brings risks. And many organisations and teams are precisely risk-averse. Routine moderate views of a company’s or team’s mission, strategy and responsibilities thus create obstacles to innovation. This leads to classic compartmentalisation in companies and resistance to innovation. Islands of expertise then emerge within organisations in apparent opposition to each other. With counterproductive behaviour as a side effect. The pitfalls of wanting to be right and maintaining power come into play.

Not listening. Judging. Dropping out.

Or no real support for new ideas for improvement. Conflict or, at best, stagnation.

What is needed then is a new connecting story:

A vision in which the ‘why’ is felt. Breaking out of the existing frameworks and building real bridges between people and teams.

Then there is the call for new leadership.

Management teams – often busy with day-to-day operations are responsible for that. They have to lead the way in the dark forest, when you can only see 3 trees ahead. That requires real dialogue beyond familiar territory.

First with each other: Constructive, innovative and open dialogue. To arrive at supported and transformative approaches and results. In other words: expressing the right to exist.

This often requires help.

And we are happy to offer it.

We question fabricated truths.

• Help release conditioning, and step into uncertainty.
• Knowing that ‘not knowing’ is the way.
• Actively experiencing which interests are indivisible.

Because that’s when truly innovative innovation emerges.

A deeply felt purpose shared and carried as the basis for all resulting culture values, strategy and daily actions.