Leandro Herrero: A Counter-Revolution . . . the New Change . . . Change that Changes Itself

My fondness for Leandro Herrero (@LeandroEHerrero) (LinkedIn) is deeply rooted in his statement concerning change:

A consultant that can’t facilitate visceral and sustainable
cultural change in 6 months is not worth the money!

Leandro’s wisdom, expressed through Viral Change, is quintessential . . . and as Leandro’s wisdom has advanced the conversation around Antifragility, we are looking forward to delving deeper where he will share how Viral Change™ as a Mobilizing Platform can power the development to antifragile organizations!

Leandro’s Homo Imitans and Viral Change among his other works are absolutely a must-read! See his LinkedIn posts for more!

Here are a few of Leandro’s thoughts . . .

The Rolling Luggage Paradox

Knowledge (and institutionalized knowledge in particular) does not bring innovation.

There is no magic in how to exploit disruptive approaches that will help us to ‘see’ the innovation, other than injecting this disruptive thinking and letting the innovation emerge.

The company on a treadmill: devise routine Stress Tests

Organizations should also have Stress Tests. I am not talking about financial conditions, but organizational.

Stress tests should be routine in any Planning process. It’s the company on a treadmill. It’s called a health check up. And they should be in your calendar.

Corporate needs a 60′s counter-culture revolution, and these are five trends that could deliver it.

Corporate needs a 60′s counter-culture revolution, and these are five trends that could deliver it.

I believe there are five distinctive bundles, packages, groups of factors, Lego pieces, for the revolution in waiting.

  1. Social purpose is not just a nice, theoretical, ethical, politically correct concept anymore.
  2. Taking control of one’s destiny is serious.
  3. Digitalization is bigger than globalization.
  4. New forms of work are ubiquitous, not anecdotal anymore.
  5. ‘Build to last’, to use the title of a prominent bestseller, better described as a Bible, is dead.

All that together has the potential of a counter-revolution in the making. . . . For the record, I am cooking. Want to join?

Respectfully, when Leandro indicates that he’s “cooking” . . . take notice!!!

Do you have a ‘Chaos Monkey’ in your management system? You should.

Many organizations have a Risk Management function of some sort. Often scattered amongst different constituencies.

Outside the most standardized areas of operations, in this area of Risk Management, I’ve seen more lip service and bad planning than the opposite.

Companies need to devise their own routine ‘stress tests’, beyond the financials, to understand their adaptability and indeed survival. But I’d like to take this further and suggest that these ‘stress tests’ need to be formalised in the leadership capabilities.

I think we should hire some of these Monkeys, with proper role descriptions, (OK, job sharing allowed, but not working from home), and give them the formal role of generating some chaos to test our abilities and resilience.

Respectfully, take notice that Leandro suggest “we should hire some of these Monkeys” to foster “these ‘stress tests'” “in the leadership capabilities”!!!

The slack advantage: ‘The minute the future becomes unpredictable, efficiency can become your enemy’.

‘Slack in the system’ allows for experimentation, adaptation, rapid reaction and rapid ‘grow-post-stress’, the basis of the antifragile concept. Innovation requires slack. You can’t have innovation without it.

‘Slack in the system’ is a source of competitive advantage, to use a business jargon.

Innovation and responsiveness requires slack. Slack is inefficient, for some people. A bit of inefficiency could save you. The minute the future becomes unpredictable, efficiency can become your enemy.

The last thing you need is a robust, sustainable culture. Next time you use ‘sustainable’, add ‘but not too much’.

Robustness has always been a logical desire when it comes to the company and its culture in particular. But too much of robustness may become stiffness, and stiff is the last thing you need in today’s environment. The challenge is how to keep robust pillars and principles without compromising adaptation, response and continuous reinvention.

The trouble is what to substitute robustness for. Agile, flexible, adaptable etc, are the logical cultural antonymous, but what they mean has multiple interpretations. Si Alhir, has done a great job framing all these possibilities . Antifragile, as described by Nassin Taleb makes tremendous sense.

Sustainable, yes, bot not too much.

The company that gets better and better after disruption, disorder or chaos.

Nassim Taleb Antifragile concept is perhaps one of the most attractive frames (conceptual, philosophical, practical) we have had recently.

I have been part of a panel discussion organised by the restless thinker and great business coach Sinan Si Alhir (@SAlhir) which recording can be found here. I recommend to those unfamiliar with Antifragility to look for Si’s writings and, of course, to read the book.

In my organizational consulting work I submit clients to ‘stress tests’ to simulate resilience, learning, adaptation and… antifragilty capacity.

There is something important here for the new organization of the 21sr Century and we need to keep exploring.

Is antifragility the new change?

Respectfully, “Is antifragility the new change?”

Antifragility: powered by Viral Change

The antifragile frame is extremely powerful. However, few people, probably Si (profile here) being the world leader, are stretching it to the world of organizations.

At the webinar, Leandro Herrero will share how Viral Change™ as a Mobilizing Platform can power the development to antigfragile organizations.

‘How to make change sustainable?’ This question needs a warning in the label: ‘but not too much?’

‘Sustainable’ is a magic word. Inevitable seat at the table of of ‘correct language’, 21st Century version.

How interesting. Sustainability is the default desired state.

But, in management, sustainability without qualifications is a cancer. Very sustainable business models, very sustainable cultures and very sustainable leadership may end up in very poor response to markets, embedded inflexibility and lack of reaction and rigid views of the world with an unmovable vision leading to disaster.

The antifragile frame described by Nassim Taleb, and which he never developed fully as far as the organization is concerned, is the best we have to at least force us to think in terms of change that changes itself, sustainable-to-a-point change.

Respectfully, “the antifragile frame” . . . “change that changes iteself”!!!

Join Leandro Herrero — foster a Counter-Revolution . . . the New Change . . . Change that Changes Itself — to explore how Viral Change™ as a Mobilizing Platform can power the development to antifragile organizations.


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