“Learning doesn’t hurt, awakening does …”
This awakening session makes Executives aware of the Switch-3D Challenges they have to face if they want to boost the learning and innovation power of their organization. Only if they understand the challenges and accept the consequences of these challenges, culture transformation is possible.
On this page you find an overview of the most important paradigm shifts executives are confronted with. The shift from 2D-Paradigms to 3D-Paradigms.
From 2D-Smarting to 3D-Smarting …
2D-Smarts are people who studied based on intelligence and discipline. They went to school to earn a degree, went to work to earn a salary and retired with a pension.
They needed discipline and intelligence because someone else told them what to learn and what to do. Life was easy … listen and get rewarded.
During the age of information shortage we didn’t need to use the real potential of people. We used people the same way as machines.
3D-Smarts are people who learn based on passion and talents. When they learn and work in the groove with their passion and talents they have an enormous learning and innovation power. In this age of information luxury they can grow to their full potential.
Education and organizations are not built to embrace the power of 3D-Smarts … it is even worse … they disable the potential of 3D-Smarts.
Before starting with culture transformation, executives have to embrace new paradigms about personal development. Failing to do, will make real transformation impossible. This session will give insights in what personal competences make 3D-Smarts very valuable.
From 2D-Management Style to 3D-Management Style
In the 2D-Age of Information Shortage, 2D-Smarts became managers because they had the most experience, they had the highest diploma’s and had a proven record of discipline and intelligence.
Their work was easy … divide the work among your 2D-Smarts, write function description, set targets, send to training, follow up, award or reprimand.
Human Resources Management developed the processes needed to support 2D-Managers. Self-Directed teams is the last step in the evolution of this management style.
In this age of information luxury and disruption we need another management style. We need 3D-Managers that are able to embrace the full potential of 3D-Smarts. We need a new manager generation that have passion for a new set of of talents. 3D-Managers that bring passion to suffer in a team. 3D-Mangers that boost the learning and innovation power of their team.
Executives have to realize that …
not all 2D-Managers have the passion nor the talents to become 3D-Managers.
current 2D-HRM Processes are part of the problem.
most resistance to chance will come from 2D-Managers and 2D-HRM.
This session will bring insight in the competence playlist of 3D-Managers and the 3D-HRM processes needed to support a 3D-Management Style.
From 2D-Executive Style to 3D-Executive Style
In the 2D-Age of Information Shortage, 2D-Executives were masters in continuous improvement. 2D-Executives became business unit managers because they excelled as 2D-Managers. The knew how to make 2D-Smarts learn and work. They knew how to be a 2D-Manager. They knew what to expect from 2D-HRM. They knew how to keep the 2D-Balance.
Life was easy … it was the age of business plans, budgeting, improvement of products and processes, lean manufacturing, function descriptions, training plans, loyal customers, predictable competition, and then this world ended.
In this world of 3D-Information Luxury and Disruption we need executives and business unit managers with passion for a new set of talents. They have to built business units that embrace the potential of 3D-Managers and 3D-Smarts. The are responsible for a portfolio of products and services that not only embraces continuous improvement but also continuous disruption. The are creative entrepreneurs able to embrace disruptive innovation. They are masters in embedding passion to suffer in their business units.
CEO’s have to realize that not all executives or business unit managers have the potential to become great 3D-Executives or 3D-Busine Unit Managers.
Together with 2D-HRM they will resist the switch to an Agile and Disruptive 3D-Organization … not because it is not needed but because they are not able.
This session will bring insight in the needed 3D-Executive Competences. It will also explain why culture transformation should start with Business Unit Managers that have the passion and talents to show the right direction.
From 2D-Culture Change to 3D-Culture Innovation
In the 2D-Age of continuous improvement, transformation processes were also a process of continuous improvement but improvement in how to manage, how to learn, how to embed continuous improvement, how to make better use of 2D-Smarts, how to …
Most culture transformation processes happened top-down and for the whole organization at the same time.
Training and development programs were not based on the passion and talents of people but on discipline and intelligence.
Organizations that want to succeed in culture innovation … embedding Red Monkey Innovation Management … have to embrace the potential of 3D-Smarts, 3D-Managers and 3D-Executives during the transformation process.
3D-Smarts, Managers and Executives have to take ownership of culture innovation.
During this session we give insight into a transformation strategy that embraces all above blended with a disruptive view on learning and development.
You can’t transform organizations into 3D-Organizations based on 2D-Learning & Development. Your transformation process process has to be 3D-Enabled!
This will disrupt the world of training and development.
Warning: Awakening is not guaranteed for all participants. Sometimes your paradigms are so strong that awakening, opening your mind for other paradigms, is nearly impossible. You will become angry and frustrated. You will become hurt …