Welcome to Leadership 4.0™
Your Guide for Cheating Change in Industry 4.0
While most say that Death and Taxes are the only absolutes, they’re missing the one that taunts us constantly – Change. We’ve all witnessed or heard stories about those who try to cheat death or taxes, what if you could cheat change? At Kaleidoko we believe you can. Cheating Change is really just a matter of preparing yourself and/or your organization to embrace necessary change while incurring the least possible amount of pain.
Kaleidoko’s work with organizations to instill Brand OS as a foundation for change utilizes a mix of transformation guidance and training, but we offer elements of that training for individuals looking to prepare for the future. Our sessions, workshops and seminars are devised to unlock potential in leaders and collaborators who are seeking growth insights into efficiency and effectiveness. They have been developed to allow for participation in either one session or in multiple forms of programming to meet the needs of our clients – both corporate and personal.
Why do we call our programming Leadership 4.0? Because its closely tied to Industry 4.0 – where automation and emerging technology breakthroughs will force everyone to look at things differently. The aftershock will trigger new ways of thinking about how businesses and institutions are run, and ultimately, survive.
We see this as a new renaissance – where leadership must take place at all levels, not just in the C-Suite – and provide the tools to enable all human resources to take flight.
Our Course Offerings
We are continually expanding our range of sessions to help leaders master the art of Cheating Change.
Amateurs hack systems.
Professionals hack people.
Challenging the Hive Mind
A Change Management Model for critical collaboration that empowers true business metamorphosis
The challenges of change
Existing Change Management Models have proven to be inadequate in the digital age. They focus on change but make too many assumptions without really pausing to take stock. By commencing change at the “Take Action” point rather than earlier and relying fully on technology, two extremes have become prevalent: an under-estimation a need for change – leading to competitors surpassing them; and, pushing right into change while overestimated the workforce response to a “change for the sake of change” that often results in staff burnout and dismal returns.
Industry 4.0 will pose even greater pressure on individuals, corporations and institutions with dramatic effect. Compellingly, amidst growing tech capabilities, we will be forced to become even more human with soft skills being key to sustainable growth. For survival, we need to better process our challenges at the outset and construct the correct foundations – while daring to ask ourselves difficult questions.
Inspired by nature
In further developing and defining the Kaleidoko Change Management Model, numerous perspectives were taken with a strong focus of the lens on the most industrially efficient species other than man – Bees. Beyond relying on bees for our own food and sustainability, their model sheds a light on the distinct benefits of a proper collaboration’s effect on change. Bees immediately know their purpose upon birth, work collectively during their short lives, communicate with effortless simplicity, choose the best leader, and then willingly submit to them for the sake of optimum growth. But, they still continually further efficiencies and look for new ventures. And, at the right time for expansion, they leave their hive in a swarm and efficiently set up shop in a better environment.
While humans are not a collective in the same sense that bees are, bees’ ability to change direction quickly based upon environment is spectacular. Their structure aligns organically with our Brand OS, and guides our model for change in organic and evolutionary ways. If we pay attention to these builders of the strongest, lightest and most efficient structures – formed of a hexagonal shape that’s contained in every substance of growth seen in plants, trees and even in our bones – what could we learn to create strong, sustainably growing organizations?
One continuous cycle
Developed through global experience of organizational change during the digital age, our reflective Change Management Model focuses on six stages that routinely refine efficiencies for Industry 4.0. Built in to the courses we offer in Leadership 4.0, they work seamlessly with Brand OS, and focus specifically on the development of the leaders, teams and individuals who form an organization.
We offer new strategic thinking about delivering organizational change that deflects threats from new competition and technology in the marketplace. Through an evolving cycle of constant self-evaluation, we assist in the instillation of flexible, agile and transformative cultures where collaborative teams envelop innovation and harness the entrepreneurial spirit that is the backbone of Industry 4.0.
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Connect: The Awareness Stage | |
| You need to scratch the itch. Take cues from what is happening in our environment, culture and technology. A pro-active give-and-take with all stakeholders – internal and external – takes stock of where you are among competitors and what holes are you positioned to fill. Even if you’ve engaged in audience communication, the questions and conversation points may not have been optimal. Learnings that can be pulled together in this stage set the platform for what opportunities lie on the horizon– from offerings to organization and everything in-between. | ||
|
Humanize: The Introspection Stage | |
| Most feedback forces us to look inward before being able to tackle what’s ahead of us – and organizations are no different. The ability to move forward with the right tools and mentality starts with self. Sometimes this vulnerability or humility leads to a changed approach and sometimes it just allows for things to be seen differently. Either way, this stage ensures you don’t rush ahead without considering many perspectives – diminishing implications that could lead to great cost. This is the time to acknowledge and understand, before stepping into the hyper-speed of change. | ||
|
Agitate: The Preparation Stage | |
| Following the soul-searching and the new-found clarity of the parameters before you, prepare the land. Leaders must shake things up a little with urgency and a clear vision. Without clear vision, new business ideas and directions cannot be communicated effectively to recruit key advocates for a powerful coalition to enact change. Allow time for the idea (or vision) and its implications to germinate so that those who can’t see it immediately will come around and join with a contagious passion. Set the stage for teams and their leaders to move the vision forward. | ||
|
Nurture: The Guidance Stage | |
| Much like a car can’t accelerate from a full stop in the sand, an organization can’t be set free to change without a guiding hand. This stage is where the buy-in happens and organizations can first see where things will, or will not, succeed in practice. Beyond careful planning and strategy, this is where most things die without clear leadership, constant communication and cross-checking. Obstacles that strangle growth should be weeded out as they appear, and suggestions for streamlining and increasing efficiency should be constantly considered and acted upon. | ||
|
Generate: The Acceleration Stage | |
| A little like kicking a bird out of the nest, organizations must set teams and processes free in order to evaluate sustainability and gauge efficiency. The earlier progress draws more people into believing the achievability of success, but monitoring is still required. Issues will still arise and meet the same considerations as before, but the responsibility can now be placed on the key stakeholders who are aligned with the vision and the augmented ways of doing things. So, this is as much about continuous production and testing before moving on to expansion and amplification. | ||
|
Evolve: The Expansion Stage | |
| And now it is time to really fly and scale the operation. This is where KPIs can really be analysed and success can be celebrated. But, beyond evaluation it is about expansion. The expansion is beyond product and process, also incorporating buy-in from all areas of business, resulting in lasting permanent transformative change. And, the whole organization adjusts as it folds this offshoot into its overall objectives and integrates the process and product learnings into the institutional knowledge for future development consideration. | ||
| Then, ultimately, it is a constant evaluation that brings us back to Connect… | ||
|
|
Connect: The Awareness Stage | |
| You need to scratch the itch. Take cues from what is happening in our environment, culture and technology. A pro-active give-and-take with all stakeholders – internal and external – takes stock of where you are among competitors and what holes are you positioned to fill. Even if you’ve engaged in audience communication, the questions and conversation points may not have been optimal. Learnings that can be pulled together in this stage set the platform for what opportunities lie on the horizon– from offerings to organization and everything in-between. | ||
|
|
Humanize: The Introspection Stage | |
| Most feedback forces us to look inward before being able to tackle what’s ahead of us – and organizations are no different. The ability to move forward with the right tools and mentality starts with self. Sometimes this vulnerability or humility leads to a changed approach and sometimes it just allows for things to be seen differently. Either way, this stage ensures you don’t rush ahead without considering many perspectives – diminishing implications that could lead to great cost. This is the time to acknowledge and understand, before stepping into the hyper-speed of change. | ||
|
|
Agitate: The Preparation Stage | |
| Following the soul-searching and the new-found clarity of the parameters before you, prepare the land. Leaders must shake things up a little with urgency and a clear vision. Without clear vision, new business ideas and directions cannot be communicated effectively to recruit key advocates for a powerful coalition to enact change. Allow time for the idea (or vision) and its implications to germinate so that those who can’t see it immediately will come around and join with a contagious passion. Set the stage for teams and their leaders to move the vision forward. | ||
|
|
Nurture: The Guidance Stage | |
| Much like a car can’t accelerate from a full stop in the sand, an organization can’t be set free to change without a guiding hand. This stage is where the buy-in happens and organizations can first see where things will, or will not, succeed in practice. Beyond careful planning and strategy, this is where most things die without clear leadership, constant communication and cross-checking. Obstacles that strangle growth should be weeded out as they appear, and suggestions for streamlining and increasing efficiency should be constantly considered and acted upon. | ||
|
|
Generate: The Acceleration Stage | |
| A little like kicking a bird out of the nest, organizations must set teams and processes free in order to evaluate sustainability and gauge efficiency. The earlier progress draws more people into believing the achievability of success, but monitoring is still required. Issues will still arise and meet the same considerations as before, but the responsibility can now be placed on the key stakeholders who are aligned with the vision and the augmented ways of doing things. So, this is as much about continuous production and testing before moving on to expansion and amplification. | ||
|
|
Evolve: The Expansion Stage | |
| And now it is time to really fly and scale the operation. This is where KPIs can really be analysed and success can be celebrated. But, beyond evaluation it is about expansion. The expansion is beyond product and process, also incorporating buy-in from all areas of business, resulting in lasting permanent transformative change. And, the whole organization adjusts as it folds this offshoot into its overall objectives and integrates the process and product learnings into the institutional knowledge for future development consideration. | ||
| Then, ultimately, it is a constant evaluation that brings us back to Connect… | ||
|
|
Connect: The Awareness Stage | |
| You need to scratch the itch. Take cues from what is happening in our environment, culture and technology. A pro-active give-and-take with all stakeholders – internal and external – takes stock of where you are among competitors and what holes are you positioned to fill. Even if you’ve engaged in audience communication, the questions and conversation points may not have been optimal. Learnings that can be pulled together in this stage set the platform for what opportunities lie on the horizon– from offerings to organization and everything in-between. | ||
|
|
Humanize: The Introspection Stage | |
| Most feedback forces us to look inward before being able to tackle what’s ahead of us – and organizations are no different. The ability to move forward with the right tools and mentality starts with self. Sometimes this vulnerability or humility leads to a changed approach and sometimes it just allows for things to be seen differently. Either way, this stage ensures you don’t rush ahead without considering many perspectives – diminishing implications that could lead to great cost. This is the time to acknowledge and understand, before stepping into the hyper-speed of change. | ||
|
|
Agitate: The Preparation Stage | |
| Following the soul-searching and the new-found clarity of the parameters before you, prepare the land. Leaders must shake things up a little with urgency and a clear vision. Without clear vision, new business ideas and directions cannot be communicated effectively to recruit key advocates for a powerful coalition to enact change. Allow time for the idea (or vision) and its implications to germinate so that those who can’t see it immediately will come around and join with a contagious passion. Set the stage for teams and their leaders to move the vision forward. | ||
|
|
Nurture: The Guidance Stage | |
| Much like a car can’t accelerate from a full stop in the sand, an organization can’t be set free to change without a guiding hand. This stage is where the buy-in happens and organizations can first see where things will, or will not, succeed in practice. Beyond careful planning and strategy, this is where most things die without clear leadership, constant communication and cross-checking. Obstacles that strangle growth should be weeded out as they appear, and suggestions for streamlining and increasing efficiency should be constantly considered and acted upon. | ||
|
|
Generate: The Acceleration Stage | |
| A little like kicking a bird out of the nest, organizations must set teams and processes free in order to evaluate sustainability and gauge efficiency. The earlier progress draws more people into believing the achievability of success, but monitoring is still required. Issues will still arise and meet the same considerations as before, but the responsibility can now be placed on the key stakeholders who are aligned with the vision and the augmented ways of doing things. So, this is as much about continuous production and testing before moving on to expansion and amplification. | ||
|
|
Evolve: The Expansion Stage | |
| And now it is time to really fly and scale the operation. This is where KPIs can really be analysed and success can be celebrated. But, beyond evaluation it is about expansion. The expansion is beyond product and process, also incorporating buy-in from all areas of business, resulting in lasting permanent transformative change. And, the whole organization adjusts as it folds this offshoot into its overall objectives and integrates the process and product learnings into the institutional knowledge for future development consideration. | ||
| Then, ultimately, it is a constant evaluation that brings us back to Connect… | ||
