In our daily work lives we are accustomed to handling problems and reflecting on how we will avoid or at least contain the effects of the risks we take. We rely on numerous established processes and methods that support and guide us.
We consider this to be Business as Usual. It’s quite convenient and adequate to preserve the status quo in stable conditions. But, what does this look like in a dynamic environment, in times of change? Here risks demotivate us and serve as distractions in our seemingly secure day-to-day operations…
Business as Unusual
Problem-Thinking and Risk Avoidance?
or Chance Orientation?
Let us positiion chance orientation to design the future at the eipcenter of our universe. Will our company turn into the energetic endeavor it once was and is lived in so many start-ups?
Curiously enough, in few enterprises this kind of spirit is lived. Additionally, in this domain we lack supporting processes and methods to establish this kind of mindset.
The thought experiment alone is not sufficient enough. Next to a sustainably motivating mental model for chance orientation we need a toolbox of methods and an organized framework.
Our Approach
The mental model of CHANGCE-thinking is based on a positive image of the future, in which chances “get a chance” through pioneer spirit. The following components are necessary for this mindset:
- change of perspective
- courage to take a new path
- endurance
CHANGCE-thinking offers a methodology with a systematic structure and a toolkbox of methods and a guiding script.
A substantial structural element in CHANGCE-thinking are the chance-rooms. They compartmentalise an organisation according to aspects relevant for chances within a holistic model.
Based on the analysis of the chance-rooms, measures are prioritised, restoring the balance between the chance-rooms. This notion of balance reappears continously in CHANGCE-thinking.
The script for finding and exploiting chances are aligned with the four phases of the “Pulse of Innovation”, using corresponding methods in each stage which fully utilise our human potential (intellect, intuition, creativity, realtionship, enthusiasm, etc.).
Chance-Rooms
SPIRIT can move mountains. It is the fuel for the take-off into the future. SPIRIT is the opposite of bureaucratic innovation management.
SPIRIT
enthusiasm
fantasy
creativity
This room is filled by the enterprise’s opportunities to create a stimulating future-oriented atmosphere.
OPPORTUNITIES
vision
culture
ressources
Through the modern independence of space and time, due to the elimination of haptic means of communication, the room COLLABORATION now functions differently.
COLLABORATION
communication
networks
information culture
In this room the individual capabilities of the employees develop: professional expertise, knowledge of methods and social competence. One must not forget skills in creativity.
CAPABILITIES
social competence
innovation competence
change management
Do we need to or do we want to change? Push or Pull? How does the CHANGCE process effect the enterprise in its entirety?
SHAREHOLDERS
personality
convictions
standards
convictions
standards
The CHANGCE process is collaborative teamwork rather than a one-man job.
FLOW
composure
confidence
clarity
The chance room CUSTOMERS requires the most attention. Is our competitive advantage still great enough and how long will it uphold? How essential are we to our customers, how do they view us and what will our customer relations consist of in the future?
CUSTOMERS
marketing
customer relations
service
The ENVIRONMENT describes everything surrounding the enterprise that is not directly tied to but still of high importance to us. This encompasses external people, the natural environment and the impact of our action.
ENVIRONMENT
empathy
social minding
responsibility
social minding
responsibility
Balance
Through every analysis and simple brainstorming numerous ideas and measures can be generated. Following-up on all of these would be a dream but we usually lack the resources to do so. Or we don’t have the oversight. That is why we prioritise and where a notion of balance helps …
In CHANGCE-thinking the balance becomes the source of orientation for planning the measures in al of the chance-rooms and combining the three dimensions of future oriented work.
- Thinking in chances
- Exploiting them through innovation
- Supported by a systematic change process
The Script
Impulse:
- Develop Vision
- Discover Chances
Initialisation:
- Set Priorities
- Build Team
- Plan Project
Implementation:
- Execute Project
- Create Acceptance
Integration:
- Institutionalise Results
- Establish Chance Culture
