Conference day 1
Thursday January 16
Conference day 2
Friday January 17
Western economies have been in stagnation for several decades. The infrastructure, but also the way in which we learn, work, travel or organize our free time have basically not changed. The mere administration of companies that provide the goods and services for these economies, as well as political systems that primarily pursue national goals, are the main contributors to the pace of our development.
Simultaneously, huge challenges such as ensuring food security, climate change, global migration flows, disease control and monetary policy-focussed zoning of the economy are on the horizon.
Incremental innovations that improve products, services and processes can not meet these challenges. Therefore, it is logical that the entire system needs radical change: new services and processes for markets that do not even exist today. It needs business models that offer solutions that are positive for the ecological environment, that contribute to social peace and generate high economic value.
This (past) economic era has also spawned its own leadership approaches, coupled with a stereotype of a good leader. These leaders eventually led the companies and political systems. In conclusion, it is obvious that those executives who have been responsible for the efficient management of the economy and politics, are not equipped with the competencies needed to lead the radical change.
In the first session, we would like to discuss these and other theses with representatives from the old and new paradigm and sharpen our understanding of the dependencies on challenges, the scope of innovation and leadership.
No dreams, no vision. No vision, no change. Every radical innovation starts with a dream of an individual or a team.
Man tends to innovate because he can. Our brain has sufficient computing power to solve even complex problems. At the same time, however, humans have an urge to solve problems as simply as possible and, if possible, always in the same way. On the one hand, this transactional reasoning is vital, but on the other, it is also the source of an efficiency-oriented administration of business and politics. Hierarchical structures were a good approach for overcoming the cognitive dissonance. For radical innovations, however, the mindset of effective reasoning is needed. Who focuses more on the root of the problem or the challenge, and in turn, searches for a range of effective solutions, will inevitably come up with novel solutions that will change the way we live, learn and work. This will inevitably go hand in hand with changed rules of the game that would affect people, Planet and Profit.
In the second session, we introduce dreamers who share their ideas of the future with us. We get the opportunity to critically evaluate their dreams, but also to be inspired to reflect on our own future plans.
The biggest challenge of all is probably that we are living in a time today where we have to solve existential problems for humanity (climate, health, nutrition) without risking the rewards we have gained. In other words, having visions alone is not enough. It takes radical innovations that will save the planet in the medium to long term, lift humanity to the next level of evolution, but also generate concrete economic values. Otherwise, the innovations are prevented by strikes, sabotage, chaos and at worst, by wars. Ambidexterity does not refer to old and new, but to an ecological and social change that is based on economic values.
At the end of the day, there are entrepreneurs and managers who get up every day in the morning and work on the realization of these dreams. They have to muster the strength, the courage and the perseverance to break through the existing, usually comfortable and firmly established routines. They must resist the prevailing opinion, convince people of the new solution, show their attitude without losing their dignity.
In the third session we want to hear the voices of such entrepreneurs and executives. We want to find out what drives them, how they manage the balancing act between economy, ecology and society and question our own attitude in this regard.
The executives of the Baby Boomer Generation have realized that with their transactional leadership, they can easily and conveniently achieve efficient problem solutions and earn good money. Ergo, these leaders called for concepts and tools to help them along the path. Computer science and business administration have entered into an unholy alliance with these leaders. Countless management concepts and IT tools have been developed and implemented over the past few decades that are geared exclusively towards one goal: more efficiency!
The real problem, however, is not in the efficiency itself, but in the question, efficient for what? Leaving it to sociopaths to formulate goals and then using highly sophisticated business methods and computer-assisted tools to achieve them highly efficiently results in a solution that neither creates benefit for people, planet and profit, nor generates sustainable value for future generations.
In the fourth and final session, we want to provide a stage for propagators who show concepts and tools that enable effective reasoning, allow for sustainable solutions and support the leadership of the implementation processes.
Value for the Next Generation
Leaders that create Value for the Next Generation
Value for the Next Generation
Being updated. Final version available end of November