I’ve been asked to provide a solid example of what a business could learn from such an exploration of its diverse collective intellect. But, as Einstein was quoted, “education is not the learning of facts, but the training of the mind to think.”
That aside, here is a brief selection of deliberately provocative early questions we might put to some of your own or your investee organisations’ executives to test for diversity of opinion, and for what they know, believe and might subsequently learn together to add value to their business.
- What must we do to become the business that will put ours out of business?
- What is the business that looks most likely to do that at the moment, and in what ways, and why?
- On what assumptions is our business currently built, and which of these are most vulnerable to change?
- Every business faces external forces that are disruptive or threatening, so what are those on which we should focus most clearly?
- What will unfold as the most critical success factors in our business’s future survival?
- In what specific ways is our business experiencing change in:
- Consumer preferences?
- Evolving or emerging distribution channels?
- New competitors or forms of competition?
- Access to factors such as materials, the right skills or people?
- What else not addressed above do our directors and key stakeholders think we need to learn to compete most effectively in the new economy?
If you’d like to see how this can work, and the surprises it can yield for all concerned, and therefore the opportunities it will point to for future learning, I’d be delighted to show you in an early test to demonstrate how this can be applied to focus the executive mind in a real management reporting exercise.