It is inevitable to take stock of last year, a complicated and demanding year, of those that really test any organization. The year 2020 witnessed tremendous change and suffering, not only from the pandemic but also from growing concern about social justice and climate change.
The pandemic has taught us that it is time for us to renounce the limits we have placed in our organizations, time to let go of our defenses and fears. Time to put on new lenses and explore beyond the limits of our previous mental models and experiences. Therefore, we continue to seek innovative answers to the challenges we were experiencing. Here we summarize some of the most popular ideas we’ve shared.
1. It’s time to inoculate your business against disruption.
As a society, from a health perspective we have understood the enormous consequences of the epidemic and we have undertaken the search against the clock for a vaccine that immunizes us against the current and future consequences of Coronovirus. It seems reasonable, that as entrepreneurs we should with the same urgency look for a vaccine, which makes it possible to immunize our companies against the enormous disruption that Covid-19 represents in social and economic terms. Read more >
2. Redarchy: the new way of working in the post-Covid-19 era
In this future full of questions that the coronavirus crisis is leaving, there is something that is increasingly clear: there is no turning back. The pandemic has been a catalyst for new agile ways of networking, which will no longer be an exception to become the norm. Redarchy is already a reality in many organizations. Read more >
3. The pandemy is fought with less bureaucracy and more netarchy
In times of pandemic the cost of bureaucracy, as we hear every day in the news are human lives. And, if there’s one lesson that leaders, public and private, have learned these past few months, it’s that the virus moves faster than our bureaucracy. Read more >
4. The organization as an innovation ecosystem
It is time for us to renounce the limits we have placed in our organizations, time to let go of our defenses and fears. Time to put on new lenses and explore beyond our known limits. It is time to become full participants in this universe of emerging order. Read more >
5. Adaptive Leadership: the search for emergency
If there is one thing clear in a complex world of accelerated change, it is that answers can no longer come from the top of the organizational pyramids. The problems are too complex for the answers to be in the hands of a few. Read more >
6. My experience as an entrepreneur
My experience as an entrepreneur has led me to see entrepreneurship as a personal attitude in our lives, as an impulse that leads us to leave our comfort zone to build our own future, focusing on what gives meaning to our lives and is important to us. Read more >
7. Personal innovation: innovation for life
My experience as an entrepreneur has led me to see entrepreneurship as a personal attitude in our lives, as an impulse that leads us to leave our comfort zone to build our own future, focusing on what gives meaning to our lives and is important to us. Read more >
8. Ambidextrous organizations: exploitation and exploration
The ambidextrous person uses the left and right hand with equal skill. In the world of management, the ambidextrous organization is the one that has the ability to exploit current capabilities while continuing to explore new opportunities for future development. Read more >
9. How to radically simplify the digital culture we are generating?
This year is an opportunity to raise everyone’s digital level. At this point many of us are wondering: How to maintain the cohesion, empathy and speed of the team when we already begin to saturate ourselves with video conferences, email and messages? Read more >
10. Do you have enough rebels in your organization?
Ultimately innovation is a matter of people, there are people who quickly accept new ideas and new challenges, and are able to abandon their old way of thinking and adapt to the new situation, while others cling tenaciously to the prevailing dogma in the organization. Read more >
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