The Unexpected: Where Do We Start?
The Unexpected
Life is full of unexpected twists and turns, often placing us in a rush to make critical decisions that shape our businesses and personal lives. In these moments, handling urgency and change with clarity and confidence becomes essential. Join me in this article as we explore practical strategies and thoughtful approaches to accepting the unexpected and turning challenges into opportunities.
Welcome to my newsletter—a space for innovation, inspiration, growth, and transformative insights!
Drucker’s principle of "The Unexpected" reminds us to embrace unexpected failures, successes, and external changes as opportunities for innovation:
1️- Unexpected Failure: The Ford Edsel, launched in 1958, was intended to target the mid-priced segment, appealing to middle-class Americans. Market research suggested demand, but the product failed due to mismatched consumer expectations, overhyped marketing, and quality control issues. Instead of being revolutionary, it became synonymous with failure, highlighting the importance of understanding customer needs more deeply.
2️ - Unexpected Success: In 1955, Matsushita (Panasonic) launched a television for farmers, aiming at a niche market. What was initially thought to be a small opportunity turned into a massive success as rural families embraced the product for both connecting to the broader world and entertainment. This success represents how targeting ignored segments can open entirely new markets.
3️ - Unexpected External Changes: IBM initially planned to connect terminals to mainframes in the 1970s, but the rise of personal computing forced them to rethink their strategy. By forming a task force in 1977, IBM entered the PC market, launching their first personal computer in 1980. By 1983, IBM became the world’s leading PC maker, demonstrating how quickly responding to external changes can turn challenges into leadership opportunities. However, IBM made another significant, forward-looking decision later: they chose to exit the PC business entirely, shifting focus to enterprise solutions and cloud services. This strategic pivot reflected their recognition of declining margins and intense competition in the PC market. By aligning their strengths with higher-value segments, such as IT consulting, enterprise hardware, and cloud computing, IBM repositioned itself as a leader in business innovation and enterprise technology. This decision highlights the importance of continually re-evaluating markets and doubling down on where an organization can deliver the most value.
But there's another layer to this conversation: ethics in innovation.
When we create or adopt AI, we’re not just solving technical problems; we’re shaping societal norms, impacting privacy, and influencing trust. Without considering the ethical implications of our innovations, we risk creating tools that amplify bias, erode trust, or cause harm. Ethics isn't just an afterthought; it’s part of the problem-solving process.
Why it matters: Ethical lapses in technology from biased AI algorithms to invasive privacy practices—are problems that derail even the most innovative solutions.
Why it’s part of the problem: Building tools without embedding ethical considerations means solving the wrong problems or creating new ones. For leaders, ethics is no longer optional it’s central to building trust and long-term value.
This brings us to Bridges’ Transition Model, which emphasizes that successful change doesn’t just happen externally it starts internally. Leaders need to guide their teams through three key phases:
1️ - Ending, Losing, Letting Go: Acknowledge and address what is no longer working. This aligns with realizing that old methods, systems, or assumptions may not solve today’s challenges.
2️ - The Neutral Zone: This is the messy middle, where experimentation, innovation, and the testing of AI solutions can thrive. Leaders must create a safe environment for trial and error.
3️ - The New Beginning: Fully embrace the new approach, whether it’s leveraging AI, embedding an innovation mindset, or prioritizing ethics, to unlock value and deliver meaningful solutions.
When we combine Drucker’s lens of unexpected opportunities, Bridges’ transition framework, and a focus on ethical innovation, leaders can build organizations that not only adapt to change but also build trust and resilience for the future.
Problem-Solving, Imagine if we knew the core issue upfront. Wouldn’t it fundamentally change our approach to solutions? As in a detective story, we're often handed a sea of facts, events, and potential solutions but rarely the clarity of what problem we're solving. In today’s fast-paced tech landscape, adopting AI and solving innovation challenges demands a structured mindset. But here's the catch:
Our representation of the problem is often incorrect.
We need to invent new ideas, concepts, or connections to move forward.
The decision-making process can be unclear, balancing complexity, competition, and multiple solutions.
Decision Method is not clear; change complexity, competition, multi-solution.
It requires specific knowledge and memory, which are often limited.
At our Innovation Mindset and AI Leadership Workshop, we explore these models to help leaders:
Recognize hidden opportunities in failure, success, and change.
Embed ethical principles into the tools and solutions they develop.
Transition their teams through innovation-driven change with clarity and purpose.
So, let me ask you:
Where do you think organizations should start when tackling innovation challenges or adopting AI?
How do you ensure you're focusing on what truly matters while embedding ethical principles?
Your insights might just inspire the next breakthrough!