- Page numbers followed by f refer to figures.
- A
- Accenture, 93
- Accountability:
- in human‐centered transformation, 170
- for return on investments, 151
- tied to system maintenance, 48
- Ackoff, Russell, 65–66, 81, 155
- Advanced Robotics for Manufacturing Institute, 9
- Agent for change, storytelling as, 176–177, 177f
- Agricultural science (agriscience), 62–63
- Airline industry, 15–16, 48–49
- AlphaGo, 116, 118–119, 199
- Altitudes of inputs and outputs, 136–140, 137f, 139f, 204
- Altruism, profit vs., 6–8, 8f
- Amazon:
- creation by, 48, 49
- organizational culture of, 174
- profitability of, 151
- in Seattle, 130
- written communications at, 176
- Amazon Go, 16
- Analog Transformation, 22
- Analysis:
- as automatic response, 39
- data‐driven, 144
- in diagnostic analytics, 39
- by machines, 116
- in statistics, 194
- steps in, 81, 81f
- in systems thinking, 81–83, 81f
- in Taylorism, 38
- Analytics, 192–194, 192f
- defined, 192
- descriptive, 192–193, 192f
- diagnostic, 39, 192f, 193
- marketing analytics platforms, 104
- predictive, 40, 192f, 193, 194
- prescriptive, 40, 192f, 193–194
- statistics vs., 194
- Analytical Engine, 18
- Apollo missions, 18, 76
- Appeal to authority fallacy, 75, 116–118
- Apple:
- creation by, 48
- iPhone, 18, 74, 163
- Jobs' leadership of, 75
- systemic orchestration by, 163
- Apple Watch, 163
- Aristotle, 144
- Artificial general intelligence, 38, 117–118
- Artificial intelligence, 1, 191–206
- analytics in, 192–194, 192f
- automation vs., 201–202
- and automation vs. autonomy, 202–203
- autonomous, 192f, 200
- in Autonomous Transformation, 183
- being human in era of, 25–32
- and capability of humans vs. machines, 28–31, 29f
- clearing fog around, 131
- components of, 191–192, 192f
- concerns about, 191
- connected circles of, 89–93, 90f–92f
- and consciousness, 31–32
- data science in, 192f, 195–196
- decision science in, 192f, 196–197
- deep learning in, 192f, 194
- definitions of, 201
- evaluating person's expertise in, 203–204
- generative, 197–198
- in global logistics, 187
- Hawking on, 116–118
- in health care, 188
- machine learning in, 192f, 194, 197
- machine teaching in, 200–201
- in a more human future, 4. See also specific topics
- in product development, 185
- quiz about, 204–206
- reinforcement learning in, 192f, 194, 198–199
- return on investment in, 38
- uncertainty in era of, 27–28
- Artists:
- images generated by, 198
- paradigm shift for, 54
- Athinarayanan, Ragu, 77
- Augmented reality, see Virtual and augmented (mixed) reality
- Automation:
- artificial intelligence vs., 201–202
- autonomy vs., 202–203
- decision tree–based, 201, 202
- defined, 202
- reduction of jobs due to, 20
- Automobile industry, 87–88
- Autonomous (term), 13
- Autonomous artificial intelligence, 192f, 200
- Autonomous Reformation:
- at Bell Flight, 16
- defined, 15
- in Transformation and Reformation Matrix, 15f, 16
- Autonomous technologies, 14, 16
- Autonomous Transformation, 4f, 13–24
- in creating a more human future, 1–9, 4f
- and cycles of reformation, creation, and transformation, 18–19. See also Cycles of reformation, transformation, and creation
- defined, 13
- Digital Transformation in, 14–16, 15f
- examples of, 16–18
- human‐centered, 4f, 14, 170–171, 171f
- opportunity presented by, 74
- process of, 4f. See also individual steps
- Profitable Good in, 5–9
- for social purpose corporations, 9
- in Transformation and Reformation Matrix, 15f, 16
- Autonomous Transformation technologies, 181
- artificial intelligence, 191–206. See also Artificial intelligence
- and blockchain, 179–180
- for global logistics, 186–187
- for health care, 187–189
- leader's guide to, 183–190
- for product development, 184–186
- Autonomy:
- automation vs., 202–203
- human and machine, 13
- human connection vs., 21
- B
- Babbage, Charles, 18
- Bach, Johann Sebastian, 53–54
- Banking industry:
- analysis and synthesis in, 82–83
- machine capabilities in, 28
- BBC (British Broadcasting Corporation), 116–118
- Beckett, Samuel, 165
- Behavioral sciences, 192f, 196–197
- Being human. See also Human(s)
- in era of artificial intelligence, 25–32
- meaning of, 25–26
- Bell Flight, 16
- Bell Labs, 57–58, 105
- “The bench,” 106–107
- Benz, Carl, 88
- Bias:
- Bing, 152
- Blockbuster, 49, 50, 155, 156
- Blockchain, 179–180
- Boeing, 130
- Bons.ai, 68
- Boorstin, Daniel J., 113
- British Broadcasting Corporation (BBC), 116–118
- Broken systems, 103–112
- and default problem solving process, 103–105
- reimagining product teams in internal technology organizations, 110–112
- reimagining value creation in internal technology organizations, 105–109
- using Hedberg strategy with, 103
- Bughouse chess, 160–161
- Buonarroti, Michelangelo, 118
- Business function, 123–124, 125f
- Business unit leaders, 108, 109
- Byrne, Jennifer, 50
- C
- Capability:
- building‐vs.‐buying, 124
- in data science, 196
- of humans vs. machines, 28–31, 29f
- linear vs. exponential value of, 152–154, 153f, 154f
- Carbon emissions strategies, 147–148
- Chaos, 115–118
- ChatGPT, 29–30, 198
- Chess, 85–86, 115–116, 160–161
- Chicago World's Fair, 174
- Children, teaching skills to, 197
- Child labor, 36
- China, 101
- Chinese Room Argument, 31
- Clear the digital fog, 4f, 113
- chaos, noise, and logical fallacies, 115–118
- and current degree of division, 123–130
- epistemology in the digital age, 118–122, 119f–121f
- by multiplying expertise, 131–140
- Cloud providers, 195
- Clover Imaging Group, 88–89
- Command‐and‐control leadership, 96
- Commission:
- errors of, 156
- reformational economics of, 155–158, 158f
- Communication:
- across generational or cultural lines, 176–177
- altitudes of inputs and outputs in, 136–140, 137f, 139f
- in logistics, 186
- semantic satiation in, 131, 191
- shared language for, 132–135, 132f
- through storytelling, 173. See also Storytelling
- of values and vision, 175–176
- Computer programming, foundation for, 18
- Computers:
- Computing:
- foundation for, 18
- parallel, 199
- Consciousness, 31–32, 115–116
- Corteva Agriscience, 78
- COVID‐19 pandemic, 69, 73, 80, 175, 177
- Creating a more human future, 1–9, 4f, 165, 209–210
- in Autonomous Transformation process, 4f
- beyond pilots, 167–171, 171f
- defining goals for, 2–3
- with more human organizations, 179–180
- Profitable Good in, 5–9
- with storytelling, 173–177, 177f
- through reformation, transformation, and creation, 21–22, 23f
- Creation, 17–18
- coexisting with maintenance mode, 49–50
- cycles of reformation, transformation, and, see Cycles of reformation, transformation, and creation
- defined, 17
- envisioning as act of, 67
- as fundamental human characteristic, 29
- by machines, 30
- in manufacturing, 101
- of more human future, 3–4, 4f, 21–23
- Customer service, 21
- Cycles of reformation, transformation, and creation, 18–24, 23f
- creating more human future through, 21–23, 23f
- examples of, 18–19
- and human work experiences, 21
- and machines taking over human jobs, 19–21
- and survival paradigm, 23–24
- D
- Dali, Salvador, 198
- DALL·E 2, 29–30, 198
- Data‐driven decision making, 143–149
- Aristotle's conundrum in, 144–145
- justification matrix for, 145–146, 145f, 146f
- moving to reason‐driven decision making from, 147–148, 149f
- and organizational empiricism, 146–147
- Data science, 192f, 195–196
- Data Science Taylorism, 40–41, 168
- Data scientists, 47, 195, 196, 201
- Dearborn Independent, 88
- Decentralized World Wide Web (Web 3.0), 189
- Decision making:
- acts of commission and omission in, 156–157
- data‐driven, 143–149
- organizational empiricism in, 144, 146–147
- reason‐driven, 147–148, 149f
- Decision science, 192f, 196–197
- Decision tree–based automation, 201, 202
- Deep Blue, 115–116, 118
- Deep learning, 192f, 194, 203
- DeepMind, 116, 118–119
- Delacroix, Eugene, 211
- Descartes, René, 31
- Descriptive analytics, 192–193, 192f
- Design for inevitability, 4f, 141
- with ecosystem of partnerships, 159–163
- and linear vs. exponential value, 151–154, 152f–154f
- by moving from data‐driven to reason‐driven, 143–149
- Diagnostic analytics, 39, 192f, 193
- Diffusion technique, 198
- Digital contracts, 61–62
- Digital Darwinism, 23–24
- Digital divide, 129–130
- Digital Reformation, 14–16, 15f
- in airline industry, 15–16
- defined, 14
- Digital Transformation vs., 14–16, 15f
- in product development, 184
- in Transformation and Reformation Matrix, 15f
- Digital Transformation, 14–16, 15f
- challenge throughout era of, 74
- defined, 14
- Digital Reformation vs., 14–16, 15f
- in health care, 187
- investments in, 77
- in logistics, 186
- at Netflix, 15
- in product development, 184
- in Transformation and Reformation Matrix, 15f
- value of, 21–22
- Digital twins/simulations:
- in Autonomous Transformation, 4, 183
- clearing fog around, 131
- in global logistics, 186, 187
- in health care, 17, 187–188
- investment for initiatives focused on, 38
- of machinery, 22
- in product development, 184, 185
- return on investment in, 38
- Dimensions of systems, 78–80
- Directional milestones, 75–76
- Discover and rediscover, 4f, 71
- broken systems, 103–112
- organizational systems, 95–101
- seeing subsets vs. whole systems, 85–94
- systemic design and synthesis in, 71–83
- Disneyland, 95
- Division, 123–130
- across technology consulting and technology industries, 125–129, 127f, 128f
- within organizations, 123–124, 125f
- between social and organizational systems, 35–36
- societal and systemic, 129–130
- Doing the wrong thing right, 65–66
- Domain experts, 168–169, 201
- Duarte, Nancy, 51, 177, 177f
- Dycam, 49
- E
- Economic incentives, 120–122, 151
- Economic Incentive Test, 126–129, 127f, 128f, 204
- Ecosystem(s):
- of analytics, 194
- building an, 160–161
- and designing for inevitability, 150
- of industrial sectors, 100
- maintaining vs. sustaining, 161–163
- of partnerships, 159–163
- and partnerships within organizations, 163
- in reimagining internal technology organizations, 105–106
- Edison, Thomas, 75, 101, 174
- Educational system, 95
- Eliot, T. S., 71
- Elkind, Edith, 31
- Emerging technological initiatives:
- failure of, 39–40
- investment in, 45, 73–74
- lack of decision‐making data with, 144
- Empiricism, 146
- Environmental responsibility, 5–6
- Envisioning your future, 4f, 51
- developing skill of, 67–70
- ecosystem dynamics in, 160. See also Ecosystem(s)
- functional reimagining in, 68–69
- future solving in, 57–66
- multiverse reimagining in, 69–70
- rehumanizing work in, 53–55
- Epistemology:
- defined, 122
- in the digital age, 118–122, 119f–121f
- European manufacturing, 101
- Examining inbound information:
- through economic incentive lens, 120–122
- by zooming out to the whole picture, 118–122, 119f–121f
- Executive Committee for Human‐Centered Transformation, 170–171, 171f
- Expedia, 130
- Experiments:
- framing changes as, 175
- riskless, pilots as, 168–169
- Expertise:
- Exponential value, linear value vs., 151–154, 152f–154f
- F
- Failure:
- of artificial intelligence and emerging technological initiatives, 39–40
- outcome bias in face of, 157–158, 158f
- of pilots, 167
- types of, 157
- Fear, 96
- Fishing industry, 9
- Ford, Henry, 44, 87–88, 101
- Fordlandia, 88
- Fosslien, Liz, 173, 175–177
- Freeman, Brian, 78
- Full artificial intelligence, 117–118
- Functional reimagining, 68–69
- Future:
- Future solving, 57–66
- in agriculture use case, 62–63
- doing the wrong thing right in, 65–66
- problem solving vs., 59–62, 60f
- questions to ask in, 60
- shared understanding in, 175
- in Use Case Battleship, 64–65
- G
- General Electric, 195
- Generation Z, 5
- Generative artificial intelligence (generative AI), 197–198
- Gigi's Playhouse, 89
- Global logistics:
- Autonomous Transformation technologies for, 186–187
- blockchain in, 190
- Goals:
- changing means of moving toward, 74
- for more human future, 2–3
- Google:
- artificial intelligence definition by, 201–202
- creation by, 48
- domain registered for, 123
- in Seattle, 130
- Greed, profit vs., 6–8, 8f
- H
- Hamilton, Alexander, 100–101
- Hammond, Mark, 68
- Harvard Business Review, 179–180
- Hawking, Stephen, 116–118
- Hayashi, Chikio, 195
- Health care:
- autonomous paradigm for, 16–17
- Autonomous Transformation technologies for, 187–189
- blockchain in, 190
- Hedberg, Mitch, 103
- Hedberg strategy, 103
- “Hero's Journey,” 177
- Hindsight bias, 152
- The Honest Company, 6
- Human(s):
- capability of machines vs., 28–31, 29f
- challenges inherited by, 35–41
- connection needed by, 21
- consciousness in, 31–32
- directional milestones of, 75–76
- meaning of being, 25–26
- social nature of, 179
- Human autonomy, 13
- Human‐centered Autonomous Transformation, 4f, 14, 170–171, 171f
- Human experience:
- finding meaning in, 25–26
- at work, 14, 21
- Human future, 1–9
- better and more human, 3–4, 4f, 209–210
- created through reformation, transformation, and creation, 21–22, 23f. See also Creating a more human future
- defining goals for, 2–3
- foundation for creating, 26
- Profitable Good in, 5–9
- I
- IBM, 115–116, 118
- Image generation, 198
- Imagination, as fundamental human characteristic, 29
- Incentives:
- in broken systems, 104
- for consulting firms, 106
- economic, 120–122, 151
- in interorganizational situations, 98–99
- tied to system maintenance, 48
- Individual contributor impacts:
- in maintenance mode, 50
- on seeing subsets vs. whole systems, 93–94
- Industrial Revolution:
- breaking away from minutiae of, 209
- challenges inherited from, 36–38
- evolutionary trajectory of, 54
- expansion of, 101
- job protectionism following, 20
- systems built during, 43–44
- Industry 4.0, 54
- Industry function, 123–124, 125f
- Industry‐specific organizational systems, 99–101
- Industry x.0, 37, 54
- Information Age, 35
- Information technology organizations:
- in broken systems, 103–104
- in manufacturing sector, 100
- and pilots, 168
- reimagining, 105–112
- Inherited challenges, 35–41
- from Data Science Taylorism, 40–41
- from Industrial Revolution, 36–38
- from Taylorism (scientific management), 38–40
- Inputs, altitudes of, 136–140, 137f, 139f, 204
- Interconnectedness, of system parts, 76–78
- Internal technology organizations, 104–105
- reimagining product teams in, 110–112
- reimagining value creation in, 105–109
- Internet of Things, 16
- in Autonomous Transformation, 4, 183
- clearing fog around, 131
- in global logistics, 186
- in health care, 188–189
- investment for initiatives focused on, 38
- in product development, 184, 185
- Interorganizational systems, 98–99
- Intraorganizational systems, 96–97
- Investment(s):
- in artificial intelligence, return on, 38
- in Digital Transformation, 77
- in emerging technological initiatives, 45, 73–74
- path to return on, 151
- short‐ and long‐term value of, 152–154, 153f, 154f
- in technology pilots, 167
- iPhone, 18, 74, 163
- J
- Jacquard, Jacques Marie, 18, 19
- Jacquard loom, 18–19
- Jassy, Andy, 174
- Jeopardy, 118
- Jobs:
- aligned with employee values, 5
- alternate, training for, 20
- machines taking, 2, 19–21
- and work experiences for humans, 21
- Job fatalism, 20
- Job pragmatism, 20
- Job protectionism, 20
- Jobs, Steve, 74, 75
- K
- Kasparov, Garry, 115–116, 118
- Kodak, 49
- L
- Language, shared, 132–135, 132f
- Large Language Models (LLMs), 198
- Leaders and leadership:
- acts of commission and omission by, 156–157
- and appeal to authority fallacy, 75
- communication of values and vision by, 175–176
- future solving vs. problem solving by, 64
- in interorganizational systems, 98–99
- in intraorganizational systems, 96–97
- need for new form of, 96
- pilots as means of promotion for, 169–170
- reporting to, 68–69
- to respond to advanced technologies, 46–47
- seeing the whole system in, 87
- social systems style for, 180
- storytelling by, 176
- during uncertainty, 27–28
- Leader's guide to Autonomous Transformation technologies, 183–190
- Learning:
- deep, 192f, 194, 203
- machine, 38–40, 192f, 194, 197
- reinforcement, 192f, 194, 198–199, 201, 203
- Linear value, exponential value vs., 151–154, 152f–154f
- Linear value staircase, 154, 154f
- Linsenmeyer, Tim, 88–89
- LLMs (Large Language Models), 198
- Llorens, Ashley, 181
- Logical fallacies, 115–118
- appeal to authority, 75, 116–118
- nonsequitur, 116
- organizational empiricism, 145–147
- slippery slope, 115–116
- Lovelace, Ada, 18
- M
- Machines:
- capability of humans vs., 28–31, 29f
- human jobs taken over by, 2, 19–21
- logical fallacies related to intelligence of, 115–118
- relationship between humans and, 3
- risk of consciousness in, 31–32
- view of organizations as, 179
- Machine autonomy, 13, 20, 202–203
- Machine learning, 38–40, 192f, 194, 197
- Machine teaching, 189, 192f, 200–201
- Maintaining ecosystems, 161–163
- Maintenance mode, 43–50
- and adoption of advanced technologies, 46–47
- with centuries‐old systems, 43–44
- creation coexisting with, 49–50
- data‐driven analysis in, 144
- defined, 44
- focus on, 43
- individuals' impact on, 50
- and return on investments, 151
- signs for assessing, 44–45
- for sustaining scaffolded systems, 45–46
- and technology as problem or solution, 47–49
- Manufacturing:
- centuries‐old systems in, 43–44
- core competencies in, 88–89
- machine capabilities in, 28
- organizational systems in, 100
- potato chip, 28, 29
- sense of cultural history in, 100–101
- Shadow IT in, 109
- Mario (video game), 199
- Market(s):
- and ecosystem of partnerships, 159
- and preference for doing good, 5
- technology, 105–106
- understanding sweeping change in, 105
- Marketing analytics platforms, 104
- Martin, Roger, 143
- Matrix (term), 78–79
- Meaning, search for, 25–26
- Mechanistic worldview, 44, 147, 152, 167, 179–180
- Merck, 187
- Meta, 130
- Metrics:
- in business reviews, 39
- as milestones toward market impact, 50
- in partnerships, 161–162
- related to maintenance mode, 48
- Michelangelo, 118
- Microsoft:
- artificial intelligence definition by, 201
- Bing, 152
- cost of new releases for, 110–111
- creation by, 48
- Nadella at, 75
- organizational culture of, 174–175
- in Seattle, 130
- transformation of, 27
- visionary goals of, 74
- Microsoft Research, 200
- Milestones:
- directional, 75–75
- metrics as, 50
- Mixed reality, see Virtual and augmented (mixed) reality
- Multiplexing, 18
- Multiplying expertise, 131–140
- and altitudes of inputs and outputs, 136–140, 137f, 139f
- shared language for, 132–135, 132f
- Multiverse reimagining, 69–70
- Music, 53–54, 95, 96
- N
- Nadella, Satya, 27, 74, 75
- National Science Foundation, 9
- Nelson, Harold, 74, 141
- Netflix:
- and Blockbuster's streaming service, 155
- creation by, 48, 49
- Digital Transformation of, 15
- founding of, 123
- No Hard Feelings (Fosslien), 175–177
- Noise, 115–118
- Nonprofit organizations, 7
- Nonsequitur fallacy, 116
- Nordstrom, 130
- Norris, Ron, 155
- O
- Omission:
- errors of, 156
- reformational economics of, 155–158, 158f
- OpenAI, 152
- Operational technology organizations:
- in broken systems, 103–104
- in manufacturing sector, 100
- Organizations:
- aligned with people's values, 5
- during COVID‐19 pandemic, 73
- division within, 123–124, 125f
- as machines, 179
- maintenance mode in, 44. See also Maintenance mode
- market and societal functions of, 8
- more human, 179–180
- nourished by profit, 8
- partnerships within, 163
- social impact of initiatives of, 35–36
- social purpose corporations, 9
- as social systems, 179–180
- story as foundational in, 173–175
- subsets of systems in, see Seeing subsets vs. whole systems
- Organizational empiricism, 144, 146–147
- Organizational reasoning, 147–148, 149f, 175
- Organizational systems, 95–101
- divide between social systems and, 35–36
- industry‐specific, 99–101
- interorganizational, 98–99
- intraorganizational, 96–97
- Outcome bias, 157–158, 158f
- Outputs, altitudes of, 136–140, 137f, 139f, 204
- P
- Palace of Electricity, 174
- Pall, Gurdeep, 159
- Parallel computing, 199
- Partnerships:
- being open to, 86
- in building solutions, 112
- ecosystem of, 159–163
- in global logistics, 186
- within organizations, 163
- preferences for doing good in, 5–6
- PepsiCo, 201, 203
- The Persistence of Memory (Dali), 198
- Pilots:
- failed model of, 46
- overcoming purgatory of, 170–171, 171f
- as riskless experiments, 168–169
- for securing promotions in organizations, 169–170
- within social systems, 167–171
- Pilot purgatory, 46, 170–171, 171f
- Political systems, 176
- Potato chip manufacturing, 28, 29
- Predictive analytics, 40, 192f, 193, 194
- Prescriptive analytics, 40, 192f, 193–194
- Problem solving:
- context for, 36–37
- default process for, 103–105
- future solving vs., 59–62, 60f
- replacing our approach to, 3–5
- Product companies:
- as competitors to internal technology organizations, 110–112
- types of, 110
- Product development:
- Autonomous Transformation technologies for, 184–186
- machine and human capabilities in, 30–31
- Product ecosystems, 163
- Product teams, reimagining, 110–112
- Profit:
- definition of, 7
- greed or altruism vs., 6–8, 8f
- in Profitable Good equation, 5
- short‐ vs. long‐term, 151–152, 152f
- technologies for generating, 3
- Profitable Good, 5–9
- chess programs for, 86
- at Clover Imaging Group, 89
- defined, 5
- as differentiator, 6
- and greed or altruism, 6–8, 8f
- market signals of need for, 5–6
- in the real world, 9
- and social purpose corporations, 9
- in workforce transformations, 21
- Project teams, 79
- Promotions:
- through problem solving, 66
- using pilots to secure, 169–170
- Purdue University Smart Manufacturing Innovation Center, 77
- Purgatory:
- Q
- Quiz, about artificial intelligence, 204–206
- R
- Reason‐driven decision making, 147–148, 149f
- Reasoning:
- Recruiting, 174
- Reductionist thinking, 162
- Reformation:
- acts of creation for, 17–18
- Autonomous, 15f, 16. See also Autonomous Reformation
- cycles of transformation, creation, and, see Cycles of reformation, transformation, and creation
- defined, 14
- Digital, 14–16, 15f. See also Digital Reformation
- Reformational economics:
- of linear and exponential value, 151–154, 152f–154f
- of omission and commission, 155–158, 158f
- Rehumanizing work, 53–55
- Reimagining:
- functional, 68–69
- multiverse, 69–70
- of product teams in internal technology organizations, 110–112
- of value creation in internal technology organizations, 105–109
- Reinforcement learning, 192f, 194, 198–199, 201, 203
- Reinforcement Learning with Human Feedback, 198
- Report on the Subject of Manufactures (Hamilton), 101
- Reports to leaders, 68–69
- Research life cycle, 119–120
- Riskless experiments, pilots as, 168–169
- Robotics:
- in agricultural science, 62
- in Autonomous Transformation, 4, 183
- clearing fog around, 131
- in fishing industry, 9
- in global logistics, 187
- in health care, 189
- investment for initiatives focused on, 38
- in product development, 185–185
- reinforcement learning paired with, 199
- S
- SalesForce, 130
- SAP Concur, 130
- Scaffolded systems:
- complexity of problems in, 35
- sustained in maintenance mode, 45–46
- Scientific management, see Taylorism
- Scientific method, 38–39, 144–145
- Searle, John, 31
- Seattle, 130
- “The Secret Structures of Great Talks” (Duarte), 177, 177f
- Seeing subsets vs. whole systems, 85–94
- assessing whether you are, 87–93, 90f–92f
- individuals' impact on, 93–94
- Semantic satiation, 131, 191
- Shadow IT, 109, 124
- Shared language, 132–135, 132f
- Shared values and identity, 174
- Simulations. See also Digital twins/simulations
- of electric grid, 138
- in machine teaching, 201
- Six Sigma, 195
- Skill of envisioning, developing, 67–70
- Slippery slope fallacy, 115–116
- Smartphones, 18, 74, 163
- Social purpose corporations, 9
- Social responsibility, 5–6
- Social systems:
- for clothing people, 69
- divide between organizational systems and, 35–36
- envisioning the future of, 67
- organizational ecosystems as, 161–163
- organizations as, 179–180
- pilots within, 167–168
- storytelling as core means of leading, 173
- Social systems worldview, 147, 179–180
- Societal division, 129–130
- Software engineering, 77–78
- Statistics, 192f, 194–195
- Steinbeck, John, 11, 25
- “Stephen Hawking Warns Artificial Intelligence Could End Mankind,” 116–118
- Story circle, 175–176
- Storytelling, 173–177, 177f
- as agent for change, 176–177, 177f
- closing the story circle, 175–176
- as strategic organizational imperative, 173–175
- Strategic partners, preferences for doing good among, 5–6
- Subscription revenue, 111
- Supply chains, hardening, 14
- Survivalism, 23–24
- Sustaining ecosystems, 161–163
- Sustaining scaffolded systems, 45–46
- Symbols:
- for shared values and identity, 174
- for sharing ideas, 176
- Synthesis:
- in diagnostic analytics, 39, 193
- in statistics, 194
- steps in, 81f, 82
- in systems thinking, 81–83, 81f
- Synthesis thinking, 63, 110
- Systems:
- broken, see Broken systems
- complexity of problems in, 35
- dimensions of, 78–80
- focusing on subsets of, see Seeing subsets vs. whole systems
- interconnectedness of parts within, 76–78
- introducing system‐wide change from within, 48–49
- key principles of, 76
- maintaining, see Maintenance mode
- organizations as, see Organizational systems
- scaffolded, complexity of problems in, 35
- social and organizational, divide between, 35–36
- solving complex problems within, 36–37
- Systemic design, 71–83
- analysis and synthesis in, 81–83, 81f
- of Apple products, 163
- dimensions of systems in, 78–80
- and interconnectedness of parts, 76–78
- passive and active, 73–76
- Systemic division, 129–130
- Systems thinking:
- accounting for complex dynamics in, 162
- analysis and synthesis in, 81–83, 81f
- defined, 78
- systemic problem with, 58
- T
- Tableau, 130
- Talent, doing good preferred by, 5
- Taxes, 7
- Taylor, Frederick Winslow, 33, 38, 54–55, 143
- Taylorism, 38
- challenges inherited from, 38–40
- Data Science, 40–41, 168
- Teaching, machine, 189, 192f, 200–201
- Technologies, 1, 3
- Technology advisors, 126–129
- Technology companies, 47–48
- informational and operational perspectives in, 100
- investment in pilots by, 167
- product companies, 110–112
- stories at, 174
- Technology consulting:
- as competitor to internal technology organizations, 106–108
- division across technology industries and, 125–129, 127f, 128f
- investment in pilots in, 167
- “the bench” in, 106–107
- Technology function, 123–124, 125f
- Technology industries, division across technology consulting and, 125–129, 127f, 128f
- Technology initiatives, categories of, 145–146, 145f, 146f
- Technology market, 105–106
- Telecommunications, 57–59, 143–144
- Teledoc, 49
- Telephones, 18, 57–58
- Transformation:
- acts of creation for, 17–18
- Autonomous, see Autonomous Transformation
- cycles of reformation, creation, and, see Cycles of reformation, transformation, and creation
- defined, 13
- Digital, see Digital Transformation
- human‐centered, 170–171, 171f
- Transformation and Reformation Matrix, 15f
- Travelocity, 49
- U
- UL (Underwriters Laboratories), 108, 174
- Uncertainty:
- in artificial intelligence era, 27–28
- physiological impacts of, 27
- pushing through, 131
- when leadership is silent, 175
- Underwriters Laboratories (UL), 108, 174
- United States Department of Commerce, 129
- United States National Open Chess Tournament, 85
- Use cases:
- agriculture, 62–63
- in broken systems, 103
- framing applications within, 64
- reinforcement learning approach to, 199
- Use Case Battleship, 64–65
- Utilities sector:
- critical function of, 45
- deregulation in, 43, 86–87
- V
- Values:
- defining and communicating, 175–176
- organizational alignment with, 5
- in political systems, 176
- Value creation:
- in internal technology organizations, reimagining, 105–109
- in technology organizations, 48
- Virtual and augmented (mixed) reality:
- in Autonomous Transformation, 4, 183
- clearing fog around, 131
- in global logistics, 187
- in health care, 189
- investment for initiatives focused on, 38
- in product development, 185
- return on investment in, 38
- Vision, 70
- comfort with lack of, 103
- defining and communicating, 175–176
- of leaders, 156
- in political systems, 176
- realizing, 153
- Visualizations, 192
- W
- Web 3.0 (decentralized World Wide Web), 189
- Westinghouse, 174
- Whittinghill, Joe, 27, 74
- Work:
- elements of, 37
- experiences for humans at, 14, 21
- flexibility policies for, 80
- World Wide Web, 189
- Wrong things, done right, 65–66
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