Managing and Adapting to Change in Thought Leadership

In the first blog post of this series on Thought Leadership skills, we delved into the paramount importance of cultivating the skills for Managing and Adapting to Change. We emphasized that in a rapidly evolving world, thought leaders are agile navigators, thriving amidst change and uncertainty. Their capacity to adapt their strategies and insights to fit new contexts is the cornerstone of ensuring that their influence remains not just relevant but dynamic.

The central theme of this post revolves around the critical connection between adaptability and thought leadership in the realms of design and strategy. Being a thought leader means going beyond asserting expertise; it is about driving innovation and inspiring change. In the constantly evolving landscape of design and strategy, the ability to adapt and manage change is not just a desirable trait but a fundamental necessity.

In this post, I will also share my personal experiences: as a military kid — my father was an officer of the Brazilian Air Force — I moved around Brazil a lot. I became an exchange student in the US in my senior year. In 2005, I moved to China before settling in Germany. These experiences taught me the importance of adaptability in a constantly changing world.

We will delve into why this managing and adapting to change is paramount and explore how it contributes to thought leadership in these dynamic fields. The focus of this post is to provide a comprehensive understanding of how adaptability and change management skills are essential for individuals aspiring to become influential thought leaders in design and strategy. So, let us embark on a journey to uncover the strategies and principles that will empower you on this path.

TL;DR;

• Thriving in Change: Thought leaders are not passive observers in a changing landscape; they thrive in it. They demonstrate remarkable agility, staying alert to anticipate shifts and seize opportunities as they emerge. Their ability to pivot and adapt is the foundation of their enduring influence in the dynamic realm of design and strategy.
• Cultivating a Culture of Change: Thought leaders go beyond merely adapting to change; they actively cultivate a culture where change is an enduring practice. It becomes an intrinsic part of the organization’s culture and operations. This unwavering commitment to change empowers them to drive innovation, ensuring their organizations remain agile, responsive, and leaders in their respective industries.
• Stay Informed and Innovate: A thought leader’s journey is marked by continuous learning and innovation. They stay informed about emerging trends, technologies, and market shifts. They seek inspiration from various sources, and they are not afraid to question the status quo. This commitment to staying ahead of the curve fuels ongoing innovation.
• Inspiring Others: Thought leaders inspire and empower others to embrace change and adapt. They create a culture of celebrating innovation, and teams are encouraged to think creatively. By empowering others, thought leaders multiply their impact and drive change across their organizations.

The Need for Adaptability in Thought Leadership

In the fast-paced landscape of design and strategy, adaptability is the currency of thought leadership. As thought leaders, the ability to navigate change and remain agile is not merely a valuable trait—it’s a necessity.

Change is the only constant.

Heraclitus, Greek Philosopher

Being a thought leader in design and strategy is not just about having expertise; it is about guiding the way forward, driving innovation, and influencing decisions. The world is in constant flux, and the ability to adapt is no longer optional; it is a necessity. Thought leaders must be nimble and agile, ready to pivot when new challenges arise and seize emerging opportunities. Without adaptability, their influence risks becoming static and outdated.

When I moved to China in 2005, it marked a pivotal moment in my life. Adapting to a new culture, language, and work environment taught me valuable lessons about resilience and change management. Those years in China were the crucible in which my adaptability was forged, allowing me to navigate the complexities of the global IT industry with ease.

So I speak from my own experience when I encourage designers to learn how to thrive amidst change and uncertainty, adapting their strategies and insights to fit new contexts. This adaptability ensures their influence remains relevant and dynamic, making them valuable voices in ever-changing industries.

Now that we’ve established the significance of adaptability in thought leadership, let’s dive into practical strategies and approaches to enhance this invaluable skillset.

Dealing with Uncertainty and Ambiguity

Adaptability and the ability to navigate uncertainty and ambiguity are intimately connected. Adaptability is a dynamic response to changing circumstances, and it often involves embracing the unknown and managing ambiguity. Thought leaders in design and strategy excel at adapting precisely because they have developed the resilience to handle uncertainty and ambiguity. They understand that innovation and transformation frequently emerge from these challenging, uncharted territories. In essence, adaptability is the skill that allows them to thrive in the face of ambiguity, making them not just survivors but architects of change in a world where uncertainty is the only constant.

In a previous post, I mentioned that I’ve worked on innovative projects for well-known companies for over 25 years and observed that people vary widely regarding their ability to handle uncertainty. Some colleagues find comfort in knowing everything beforehand, while others thrive with a fuzzy notion of what they should do. The irony is that people who faced uncertainty well were usually more successful than those who didn’t.

Understand the difference between Ambiguity and Uncertainty

Evolutionarily, the brain dislikes uncertainty, regarding it as a type of pain. The brain, therefore, tries to avoid uncertainty and in its place, creates story upon story to explain it away (Small, A., & Schmutte, K., Navigating ambiguity, 2022).

This natural instinct to live is totally awesome. But it gives us a bias toward certainty and away from uncertainty. We have a natural tendency to prefer knowing over not knowing.

Small, A., & Schmutte, K., Navigating ambiguity (2022)

In 2016, researchers at University College London ran a shocking little experiment measuring how uncertainty affects people. Research participants were asked to lift rocks in a video game. If a snake was under the rock, they received a nonvirtual, very real electric shock via an electrode on the back of their left hand. The participants’ stress was tracked through physiological signs, like sweating and pupil dilation, and saying things like “please, no more, make it stop” (we’re guessing). The “game” was designed to keep participants fluctuating between confidence and uncertainty about what was under the rock. This study uncovered a fundamental aspect of psychology: stress peaks when uncertainty peaks — when people were the most unsure about what was under the rock. It feels more stressful to be uncertain than it does to feel certain about something bad. We prefer to know, even if it’s not good (Small, A., & Schmutte, K., Navigating ambiguity, 2022)

Stress peaks when uncertainty peaks when people were the most unsure about what was under the rock. It feels more stressful to be uncertain than it does to feel certain about something bad. We prefer to know, even if it’s not good

Small, A., & Schmutte, K., Navigating ambiguity (2022)

For example, it can feel more stressful not knowing how a critique will go than knowing you’re definitely about to get chewed out. Or not knowing whether you’ll get the role or funding or project. The waiting game can feel more stressful than the potential bad outcome itself (Small, A., & Schmutte, K., Navigating ambiguity , 2022)

We are all wired to fear the downsides of uncertainty, but we forget that change, creation, transformation, and innovation rarely show up without some measure of it.

Furr, N., The upside of uncertainty (2022)

This is to say that this anxiety you are experiencing in the face of uncertainty and ambiguity is natural! You are not less competent or “weak” because of it! The first step towards building emotional resilience is acknowledging you are not your emotions!

It’s our job as designers to resist the chemical bias for certainty. Your brain naturally builds limiting beliefs about what is happening, and you must continually break through these ingrained beliefs to imagine something new. “And though that’s not particularly comfortable,” Patrice Martin, designer and former creative director at IDEO.org, says, “it allows us to open up creatively, to pursue lots of different ideas, and to arrive at unexpected solutions.” (Small, A., & Schmutte, K., Navigating ambiguity, 2022).

While I’ll provide some practical tips for dealing with uncertainty and ambiguity, I suggest you look inside yourself, take a deep breath, and not worry! You might be saying, That’s easy for you to say, “Don’t worry! Don’t be anxious?” You will say it’s easier said than done, so you might want to listen to someone a lot wiser than me:

“That is why I tell you not to worry about everyday life—whether you have enough food and drink, or enough clothes to wear. Isn’t life more than food, and your body more than clothing? Look at the birds. They don’t plant or harvest or store food in barns, for your heavenly Father feeds them. And aren’t you far more valuable to him than they are? Can all your worries add a single moment to your life?”

Jesus’ Sermon on the Mount, Matthew 6:25-27 NLT

That said, not worrying doesn’t make the world less uncertain and ambiguous, so you will need to learn to deal with uncertainty and ambiguity and not be paralyzed by them!

Uncertainty and Ambiguity are Increasing

According to the World Uncertainty Index, created by economists at Stanford and the International Monetary Fund to capture economic and policy uncertainty, uncertainty has been rising steadily over recent decades (Furr, N., The upside of uncertainty, 2022).

For people who like the linear route forward, life is getting harder and harder, in any field!

Jostein Solheim, former CEO at Ben and Jerry’s.

It’s getting harder because there is no linear route forward in a world where up to 65 percent of elementary-school-age children may work in jobs that don’t even exist yet (Leopold, T. A., Ratcheva, V., & Zahidi, S., The Future of Jobs, 2016).

Technology has only magnified the uncertainty, lowering the barriers to participation in many industries, and increasing the pace of change. And while we learn many things in school, from mathematics and biology to personal finance, we do not learn how to prepare for and face uncertainty. Without the right tools, we fall into maladaptive traps such as threat rigidity, unproductive rumination, premature certainty, and misinvention (Furr, N., The upside of uncertainty, 2022).

Adapting to Change with Emotional Resilience

Cultivating Emotional Intelligence, as discussed in a previous blog post, is a foundational skill for designers and strategists. It serves as a powerful complement to the art of Managing and Adapting to Change. The synergy between these two skill sets propels thought leaders to excel and influence decisively in dynamic industries.

Emotional resilience and adaptability work in tandem, serving as the shield and sword for designers and strategists as they confront the anxiety that often accompanies uncertainty and ambiguity. As we navigate change, our emotional intelligence becomes the bedrock of our ability to manage stress, stay grounded in the face of ambiguity, and maintain the emotional balance needed to lead others effectively. It’s the ability to acknowledge and manage the natural feelings of anxiety that come with uncertainty while staying focused on the path ahead. Adaptability, as discussed in this blog post, ensures that we remain agile and ready to pivot in the ever-changing landscape, while emotional resilience helps us manage the emotional toll of such changes. Together, they form a powerful skills combination for thought leaders in design and strategy.

Let us look at how cultivating emotional intelligence skills helps designers and strategists adapt and thrive in the midst of change:

• Emotional Intelligence Amplifies Influence: Emotional Intelligence (EI) equips thought leaders with the ability to navigate and connect with people on an emotional level. By understanding their own emotions and empathizing with the feelings of others, they can build rapport, foster collaboration, and inspire teams to embrace change. This emotional connection amplifies their influence and enables them to lead with empathy and authenticity.
• Resilience in Change: Emotional Intelligence encompasses essential traits such as resilience and self-awareness. When designers and strategists are well-versed in EI, they can weather the storms of change with grace. They are more adept at managing their emotional responses to uncertainty and ambiguity, staying focused on their vision, and inspiring confidence in their teams even during turbulent times.
• Unlocking Creativity: The fusion of Emotional Intelligence and Change Management unlocks unparalleled creativity. Thought leaders who harness their emotional intelligence find innovative solutions by encouraging a culture where diverse perspectives and ideas are welcomed. They create an environment where team members feel psychologically safe, fostering a culture of experimentation and fearless exploration in the face of change.

Honing Emotional Intelligence alongside Change Management skills is the winning formula. These skills work in tandem to propel thought leaders toward excellence, positioning them as influential voices in their ever-evolving industries.

Anticipating Change by Monitoring Industry Trends

One of the key ways thought leaders maintain their adaptability is by keeping their finger on the pulse of industry trends and developments. Design and strategy are dynamic fields where new technologies, consumer preferences, and market shifts can occur rapidly. Staying informed about these changes is crucial for several reasons.

• Anticipating Shifts: By maintaining a keen awareness of the evolving landscape, thought leaders create a sense of urgency within themselves and their teams. This heightened awareness fuels a proactive approach to change, allowing them to anticipate shifts and seize opportunities ahead of the curve. It is about being ahead of the game, not catching up.
• Innovative Solutions: Informed thought leaders leverage their deep understanding of the industry’s direction to craft a compelling vision for the future. This vision acts as a guiding star during times of change, inspiring teams to align their efforts and drive innovation in line with the changing landscape. It is not just about reacting to change but proactively shaping it.
• Inspiring Teams: Thought leaders often work with teams, and their ability to inspire and lead others is rooted in their understanding of industry dynamics. By sharing their insights on trends and developments, they enable their teams to adapt and contribute to the organization’s success.
• Maintaining Relevance: In any field — but particularly for Design and Strategy — keeping up with changes is not an option. Thought leaders understand that to be relevant and influential, they must stay at the forefront of their industry. Being up-to-date allows them to provide fresh insights and thought-provoking ideas, making their voices indispensable.

In another post, I mentioned that I have been working in this industry for 25 years and writing about it for 15 years. I have come to realize that while there are some topics that are hot buttons of the day, there are also some issues that will continue to shape the conversation on design, technology, and culture. In order to stay up-to-date, designers and strategists should be aware of some key industry trends. Follow the links below if you want to learn more:

1. Sustainability and Ethical Design: Sustainable design and ethical considerations are becoming central to the industry. Thought leaders should emphasize the importance of sustainable materials, processes, and designs that minimize environmental impact and promote ethical practices throughout the design and strategy lifecycle.
2. Inclusive and Accessible Design: The push for inclusivity and accessibility is gaining momentum. Thought leaders should champion designs that cater to diverse audiences, including those with disabilities, and promote the concept of universal design that benefits all users.
3. User-Centered AI and Automation: Artificial intelligence (AI) and automation are transforming the design and strategy landscape. Thought leaders should focus on how AI can enhance user experiences and create design systems that integrate AI seamlessly.
4. Data-Driven Design: Design decisions increasingly rely on data and analytics. Thought leaders should advocate for data-driven design processes, emphasizing the importance of user research, user feedback, and iterative design based on real user behavior.
5. AR/VR and Immersive Experiences: Augmented Reality (AR) and Virtual Reality (VR) are reshaping user experiences. Thought leaders should explore how these technologies can be harnessed to create immersive, engaging, and innovative design solutions.
6. Voice and Conversational Interfaces: The rise of voice-activated devices and conversational interfaces presents new design challenges. Thought leaders should delve into designing for voice interactions and natural language processing, which are increasingly prevalent in our daily lives.
7. Remote and Distributed Work: The way teams collaborate is evolving, with remote and distributed work becoming more common. Thought leaders should address the challenges and opportunities of remote collaboration and advocate for effective design strategies in this context [learn more about it in Strategic Collaboration in Distributed or Remote Environments]
8. Human-Centered AI Ethics: As AI systems become more integrated into our lives, ethical considerations surrounding AI and machine learning are vital. Thought leaders should be at the forefront of discussions on the responsible use of AI and the ethical implications of AI design [learn more about it in Building Trustworthy Experiences: A Primer of AI Principles for Design and Strategy]
9. Microinteractions and Micro-Moments: Microinteractions, such as the subtle animations and feedback in user interfaces, and micro-moments, brief but critical interactions with technology, are increasingly important. Thought leaders should explore how these micro-elements impact overall user experiences.
10. Design Systems and Component Libraries: Scalable and efficient design systems and component libraries are gaining importance in the design industry. Thought leaders should promote the benefits of creating and maintaining design systems to ensure consistency and efficiency across products and teams.
11. AI-Enhanced Creativity: AI tools that assist and enhance creative processes are emerging. Thought leaders should explore how AI can be a creative partner in the design process and advocate for AI tools that amplify human creativity.
12. Regulatory Compliance and Privacy: Increasingly stringent regulations around data privacy and user rights significantly impact design and strategy. Thought leaders should guide the industry in complying with regulations while delivering meaningful user experiences.
13. Cross-Disciplinary Collaboration: Collaboration between people with different skill sets like design, development, marketing, and other disciplines is essential. Thought leaders should emphasize the value of cross-disciplinary teams and encourage effective communication and collaboration.

Adaptability and staying updated on industry trends are inseparable. They are the pillars that support the thought leader’s ability to navigate change, inspire innovation, and ultimately influence decisions and drive the product experience vision forward. Now, as we dive deeper into the landscape of managing and adapting to change, we will uncover the strategies and practices that empower thought leaders in these pursuits.

The Role of Change Management Skills

In this section, we will delve into the critical role of change management skills as a fundamental asset for aspiring thought leaders in the fields of design and strategy. We will also discuss how these skills go beyond managing change – they facilitate innovation and impact in the industry.

Change Management skills as Catalysts for Transformation

Change management skills are not just an add-on for thought leaders; they are the cornerstone of their influence. Here is why they are indispensable:

•  Orchestrating Transformation: Aspiring thought leaders must understand the art of orchestrating transformation. Change is not a one-time event; it is a continuous process. Change management skills provide them with the tools and strategies to navigate these ongoing transformations successfully.
• Propelling Organizations and Industries Forward: Thought leaders are not just influencing decisions within their own organizations; they often have a broader impact on their entire industry. Change management skills enable them to play a pivotal role in propelling organizations and entire industries forward, staying at the cutting edge of progress.
• Setting the Stage for Innovation: Change is a powerful driver of innovation. Thought leaders with practical change management skills create an environment where innovation thrives. They remove barriers and encourage a culture of adaptability, thus paving the way for groundbreaking ideas and solutions.

Facilitating Innovation and Impact

Change management skills are not solely about coping with change; they are about harnessing its potential for innovation and impact:

• Enabling Smooth Transitions: Skilled thought leaders understand that a nimble response to change requires removing roadblocks and bureaucratic hurdles. By streamlining processes, reallocating resources, and fostering a culture of adaptability, designers and strategists create an environment where innovation can flourish unhindered.
• Generating Short-Term Wins: Change can be daunting, but thought leaders embrace it by setting achievable milestones and celebrating incremental successes. These small victories serve as proof points that validate the effectiveness of adapting to new trends and technologies. They not only boost morale but also motivate teams to stay committed to the journey.
• Sustaining Momentum: Successful thought leaders maintain their momentum by embedding change into the fabric of their operations. They ensure that new approaches and strategies are not just fleeting fads but enduring practices that keep the organization agile and responsive to ongoing shifts. This sustainability is what ultimately positions them as industry leaders.
• Institutionalizing Change: Lastly, thought leaders cement their status by institutionalizing change. They anchor new approaches and practices in the organization’s culture, values, and processes. This integration ensures the organization remains adaptable and continuously evolves, setting an example for the entire industry.

Change management skills are the linchpin that allows thought leaders to navigate change effectively, inspire innovation, and leave an indelible mark on their organizations and industries. As we explore the landscape of managing and adapting to change, we will see how these skills are not just desirable – they are essential for charting a course of influence and impact in the ever-evolving world of design and strategy.

The Different Change Management Models

As we delve into the heart of adaptability, it becomes essential to explore the tools and models that can guide thought leaders in successfully managing change within their organizations. This section will introduce two influential change management models, John P. Kotter’s 8-Step Model and McKinsey’s 7-S Model, and one that I’ve intuitively developed myself that I’m going to call Scale What Works. These models are not only powerful instruments for thought leaders but also valuable resources for designers and strategists seeking to inspire innovation and guide their organizations through transformative journeys. Let’s embark on a journey to understand these models and their applications in the realm of thought leadership.

McKinsey’s 7-S Model

The McKinsey 7-S model is a robust framework developed by McKinsey & Company in the late 1970s, designed to analyze and enhance organizational effectiveness. It delves into seven internal elements—Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff—to ensure they are in harmony for success. While it is not a direct model for change management, the 7-S framework plays a pivotal role in successfully executing change initiatives. Let us explore how thought leaders in design and strategy can leverage this model to navigate change effectively.

1. Strategy (S1): This represents the organization’s roadmap for achieving its goals. Change management often requires a reevaluation and potential adjustment of the strategy to align with the desired changes.
2. Structure (S2): Structure pertains to the formal hierarchy, roles, and reporting relationships within the organization. Change may necessitate structural modifications to accommodate new roles or responsibilities.
3. Systems (S3): Systems encompass the formal and informal procedures, processes, and information technology that support the organization’s activities. Effective change management often involves updating systems to streamline processes.
4. Shared Values (S4): Shared values are the core beliefs and culture of the organization. They serve as the foundation for decision-making and behavior. Change initiatives should align with and reinforce the organization’s core values.
5. Skills (S5): Skills refer to the collective abilities and competencies of the organization’s employees. Training and development are crucial elements of change management, ensuring employees have the skills needed for the changes.
6. Style (S6): Style pertains to the leadership and management style within the organization. Leadership may need to adapt its style to motivate and guide teams through change.
7. Staff (S7): Staff includes human resources, recruitment, training, and talent management. Change management often involves assessing staffing needs and preparing employees for the changes.

The 7-S model provides thought leaders in design and strategy with a comprehensive view of the organizational elements that influence the success of change initiatives. When initiating change, these seven elements must be considered and aligned to facilitate a smooth transition:

• In the context of a significant strategic change, the strategy (S1) must be realigned. This realignment can impact the structure (S2), systems (S3), and potentially the skills (S5) needed to execute the change. Thought leaders can use the 7-S model to ensure these elements are adjusted to support the change effectively.
• To ensure that a change initiative is successful, the change must align with the organization’s shared values (S4). Thought leaders can use these values as a foundation for communication and ensuring the change remains consistent with the organization’s culture.
• When a change initiative requires new skills (S5), thought leaders can leverage the 7-S model to plan training and development initiatives. Staff considerations (S7) should involve hiring and retaining individuals with the required skills.

The 7-S model is a versatile tool that allows thought leaders to analyze, plan, and execute change initiatives comprehensively. Considering these seven elements in change management significantly improves the chances of achieving successful outcomes in the ever-evolving world of design and strategy.

John P. Kotter’s 8-Step Model

Research over several decades records a depressingly high failure rate for change initiatives. Failure rates of change initiatives – more particularly, where change achieves substantially less than the expected value – have been reported as high as 70-80 percent (King and Peterson, 2007). This is where Kotter’s model comes in to provide a structured approach for thought leaders in design and strategy to navigate these challenges successfully.

John P. Kotter’s 8-step model is a comprehensive framework for successfully managing and implementing organizational change. It provides a structured approach to drive change and innovation. Kotter’s model offers a structured approach for thought leaders in design and strategy to navigate change effectively.

According to Prosci (Best practices in change management, 2023), the top lessons learned from previous change initiatives emphasize the importance of early preparation, including the active involvement of change sponsors right from the start of a project. This underlines the need for thought leaders to consider change management involvement at the earliest stages.

Never underestimate the magnitude of the forces that reinforce complacency and that help maintain the status quo.

Kotter, J. P., Leading change (2012)

Still according to Prosci (2023), the support and engagement of mid-level managers emerge as a linchpin for success. These frontline leaders serve as vital conduits between top management and the workforce during periods of change. Their role encompasses effective communication, clarity dissemination, and support provision to their teams. Mid-level managers tend to be the most resistant to change, with 43% of participants identifying them as such in recent research.

Therefore, their active engagement becomes even more critical. Their role includes emphasizing communication and hosting alignment sessions, ensuring their teams are well-informed about the change and their individual roles within it. By emphasizing communication and hosting alignment sessions, they ensure their teams are well-informed about the change and their individual roles within it (Prosci, Best practices in change management, 2023)

The research identified mid-level managers as the group most resistant to change, with 43% of participants identifying them as such. Past research shows that a majority of this resistance can be mitigated by thoroughly addressing this group in the change plans

Prosci, Best practices in change management (2023)

Mid-level managers also play a key role in raising awareness about how the change will directly impact employees, fostering a sense of purpose and understanding. Change practitioners provide them with the necessary tools and materials to navigate the change process, empowering them to guide their teams effectively. Early engagement and involvement of mid-level managers can significantly reduce resistance and enhance the likelihood of a successful transformation. This strategic collaboration between change practitioners and mid-level managers is integral to building resilience and adaptability within the organization during change (Prosci, Best practices in change management, 2023)

Thought leaders who applied Kotter’s model, as recommended by Prosci (2023), recognized the significance of early preparation. They actively involved change sponsors from project initiation, ensuring that change management activity commenced sooner. This proactive approach is essential for success in thought leadership within the dynamic fields of design and strategy.

Now, let us delve into practical examples and case studies to illustrate how thought leaders in design and strategy have applied John P. Kotter’s 8-step model for change management. We will also highlight the outcomes and benefits of this application in terms of influence and innovation. 

Create a Sense of Urgency

Thought leaders in design and strategy recognize the importance of staying informed about emerging trends and market shifts. By maintaining a keen awareness of the evolving landscape, they create a sense of urgency within themselves and their teams. This awareness fuels a proactive approach to change, allowing them to anticipate shifts and seize opportunities ahead of the curve.

• Examination of Market Realities: Monitoring emerging trends and market shifts is crucial. Thought leaders instill a sense of urgency within themselves and their teams, driving proactive responses to change.
• Example: A thought leader in the design field identified a significant shift in user behavior towards mobile devices. Recognizing the urgency, they presented compelling data and trends to their team, emphasizing the need to adapt.
• Outcome: The team embraced mobile-first design strategies early, giving them a competitive edge in the market.

Creating a Guiding Coalition

Designers and strategists with thought leadership aspirations understand the power of collaboration. They assemble a diverse coalition of individuals with complementary skills and expertise. By bringing together creative minds, strategic thinkers, and specialists, they leverage collective intelligence to respond to change and devise innovative solutions effectively.

• Team Leadership: Thought leaders understand the power of collaboration. They assemble diverse coalitions of individuals with complementary skills, uniting them as a powerful team to lead change.
• Example: A thought leader in strategy formed a cross-functional team comprising experts from marketing, product development, and customer support to tackle a market expansion initiative.
• Outcome: The collaborative coalition ensured a comprehensive approach, resulting in a successful market entry and a streamlined customer experience.

Developing a Vision and Strategy

In a previous post, I mentioned that I’ve found that — more often than not — it is not for the lack of ideas that teams cannot innovate but because of all the friction or drag created by not having a shared vision and understanding of what the problems they are trying to solve.

Great vision precedes great achievement. Every team needs a compelling vision to give it direction. A team without vision is, at worst, purposeless. At best, it is subject to the personal (and sometimes selfish) agendas of its various teammates.

Maxwell, J. C., The 17 indisputable laws of teamwork (2013)

Just to make sure I’m not misunderstood — as my colleague Anton Fischer usually says — it doesn’t matter at that point if the team lacks a vision or the vision is just poorly communicated, the result is the same: the team will lack engagement and slowly drift apart.

A global study conducted in 2012 involving 300,000 employees found that just over half did not really understand the basics of their organizations’ strategies (Zook, C., & Allen, J., Repeatability, 2012). Given the effort applied to strategy development, there is a massive disconnect here. The opportunity to reconnect a firm with its strategy lies in how the strategy is communicated and understood (Callahan, S., Putting Stories to Work, 2016).

The first thing most people do when they hear the word “vision” in a business context is a yawn. That’s because visions are vague, unclear, and – frankly – nothing to get excited about. Well-designed visions should be rally cries for action, invention, and innovation (Van Der Pijl, P., Lokitz, J., & Solomon, L. K., Design a better business: New tools, skills, and mindset for strategy and innovation, 2016)

Thought leaders leverage their deep understanding of the industry’s direction to craft a compelling vision for the future. This vision acts as a guiding star during times of change, inspiring teams to align their efforts and drive innovation in line with the changing landscape.

• Strategic Vision: Industry thought leaders possess the power to inspire and guide teams toward driving innovation during times of change with their deep understanding of the industry’s direction. This vision acts as a guiding star, inspiring teams to align their efforts and work towards a brighter future.
• Example: A thought leader in design crafted a visionary concept for a new product line, aligning it with emerging trends.
• Outcome: The product became an industry hit, setting a new standard for user experience and design innovation.

Communicating the Change Vision

Thought leaders use every available means to communicate the new vision and strategies constantly. They articulate their vision clearly and inspire others to follow suit.

Making the Vision Real

Your product strategy is the bridge that connects your high-level vision to the specifics of your roadmap. And for many companies, the product strategy is the main contributor to their overall business strategy. This makes it crucial that you use product strategy as a starting place for your roadmap (Lombardo, C. T., McCarthy, B., Ryan, E., & Connors, M., Product Roadmaps Relaunched, 2017).

Here are some tips for making the vision a reality (Sloane, P., The leader’s guide to lateral thinking skills, 2017):

• Empower people at all levels by agreeing on clear goals and giving them the authority they need to be entrepreneurial in finding ways of achieving their goals.
• Remove the fear of the unknown and fear of failure in your words and actions.
• Stay focused on the key strategic goals despite all the day-to-day distractions.
• Create a working environment that encourages creativity.
• Allow people time for exploration and discovery in addition to normal work.
• Plan for success but prepare for setbacks too.
• Invest in employee training. Help them develop entrepreneurial and creative skills.

Refer to Vision in every interaction

Goals and vision support decisions to resource projects as well as onboard new team members. However, as north stars, teams must reference goals and vision on a continual basis to take advantage of the alignment they provide. Revisit and reference goals and vision at every opportunity, especially to evaluate options and rationalize project decisions. For example (Govella, A., Collaborative Product Design, 2019):

• Reference the Project Goals and Vision at the beginning of every discussion or review: North stars aid navigation only when referenced. When the team comes together to share learnings and work, display the goals and vision at the beginning of the discussion. When evaluating options, reference goals to support decisions. Although goals and vision should not change during the course of the project, they are difficult to articulate. As the team works on specific project parts, you may discover the initial goals and vision were incorrect. Every time you use goals and vision to rationalize a decision, you provide the opportunity to review and adjust the goals and vision and improve them and make them more accurate.
• Start with Goals and Vision when speaking with Stakeholders: When you review material with others outside of the project, start with the goals and vision. When you begin with the project goals and vision, you give managers and executives the opportunity to review your north star and make sure you’re still on track. If the team is off, the stakeholder will tell you. When you share the vision, it creates a context for any project-related discussion, so stakeholders understand what you are trying to do. Prioritized project goals describe your decision framework, so stakeholders know how to evaluate and respond to everything you share.

Measure what matters

Splitting the strategy portion of your roadmap into objectives and key results will allow you to direct your product development efforts toward measurable outcomes rather than specific outputs such as features and functions. Focus your measurement efforts on fewer than five objectives that will make the most difference to the success of your customer and organization (Lombardo, C. T., McCarthy, B., Ryan, E., & Connors, M., Product Roadmaps Relaunched, 2017).

Enable Action by Removing Barriers

For a learning culture to thrive, your teams must feel safe to experiment. Experiments are how we learn, but experiments — by nature — fail frequently. In a good experiment, you learn as much from failure as from success. If failure is stigmatized, teams will take few risks (Gothelf, J., & Seiden, J., Sense and respond. 2017).

Thought leaders encourage risk-taking and nontraditional ideas, activities, and actions. They empower individuals to take initiative and make positive contributions to the change effort, removing roadblocks and bureaucratic hurdles. By streamlining processes, reallocating resources, and fostering a culture of adaptability, designers and strategists create an environment where innovation can flourish unhindered.

• Example: A thought leader in design recognized that bureaucratic processes were hindering creativity. They advocated for streamlined design approval procedures.
• Outcome: The accelerated design cycles led to a higher rate of innovation, with more ideas coming to fruition.

Generating Short-Term Wins

Thought leaders plan for visible improvements in performance or “wins.” By setting achievable milestones and celebrating incremental successes, thought leaders demonstrate the positive impact of change. These small victories serve as proof points that validate the effectiveness of adapting to new trends and technologies, motivating teams to stay committed to the journey.

Sustain Acceleration

Successful designers and strategists maintain momentum by embedding change into the fabric of their initiatives. They ensure that new approaches and strategies are not just fleeting fads but enduring practices that keep the organization agile and responsive to ongoing shifts.

• Example: A thought leader in design made agility and adaptability part of the company’s culture, with regular training and reinforcement of these values.
• Outcome: The organization became known for its ability to adapt rapidly to market changes, attracting top talent and remaining competitive.

Anchoring New Approaches in the Culture

Lastly, designers and strategists cement their status by institutionalizing change. They anchor new approaches and practices in the organization’s culture, values, and processes. This integration ensures that the organization remains adaptable and continuously evolves, positioning it as an industry leader.

• Example: A thought leader in strategy worked to integrate a culture of constant improvement and change into the organization’s DNA.
• Outcome: The company became known for its ability to reinvent itself, ensuring long-term success in a dynamic market.

These correlations between Kotter’s 8-step model and thought leadership skills in design and strategy emphasize the importance of thought leadership in effectively managing change.

Scale What Works

In the realm of change management, simplicity is a powerful tool that leads to effectiveness. While helping teams get unstuck, I’ve intuitively developed an approach that resonates with stakeholders, and I’m calling it Scale What Works. I developed this approach through years of practical experience, and it is anchored on the principle of identifying the bright spots within an organization. This means recognizing teams or individuals who are already successfully tackling challenges.

Later in my career, I discovered that the Scale What Works model can leverage the principles discussed by Chip Heath and Dan Heath in their book Switch: How to Change Things When Change Is Hard (2010), Wedell-Wedellsborg, T., in his book What’s Your Problem? (2020), and Shapiro, S., in his book Invisible Solutions: 25 Lenses that reframe and help solve difficult business problems, as you will see below.

When it’s time to change, we must look for bright spots — the first signs that things are working, the first precious As and Bs on our report card. We need to switch from archeological problem-solving to bright-spot evangelizing (Heath, C., & Heath, D., Switch: How to change things when change is hard, 2010).

To find the bright spots, we need to ask ourselves a question that sounds simple but is, in fact, deeply unnatural: What’s working and how can we do more of it?

Heath, C., & Heath, D., Switch: How to change things when change is hard (2010)

The hard part is typically to find the bright spots — because sometimes, they are located in rather surprising places. Here are four questions to help you find them (Wedell-Wedellsborg, T.,  What’s Your Problem?, 2020):

• Have we already solved the problem at least once? Consider if there was ever a time — even just once — when we didn’t have the problem or that problem was less severe.
• Are there positive outliers in our group? Is there anyone in our peer group that has solved the problem? Can we find out what they’re doing differently?
• Who else deals with this type of problem? How could you describe your problem in more abstract terms? Who else, outside our own industry, deals with that type of problem? Who seems to not have this problem, even if they are in a similar situation? What are they doing differently?

Don’t just look to other businesses. Sometimes the best solutions can be found in nature and less obvious places. Consider the pipeline industry, which is struggling to solve the problem “How can we find and seal cracks in the pipeline?” When they asked, “Who else solved a similar problem?” they realized that sealing cracks is something that the cardiovascular system’s coagulation mechanisms do all of the time. Armed with this knowledge, industry experts worked on the problem “How can we create an inert coagulant ingredient that will seal small cracks?” (Shapiro, S., Invisible solutions: 25 Lenses that reframe and help solve difficult business problems, 2020).

The Scale What Works model promotes a pragmatic and adaptable approach to change, emphasizing the amplification of successful practices within the organization.

The Scale What Works model has proven to be a potent strategy, especially when teams encounter challenges or stagnation. As I mentioned above, the approach leverages the concept of finding bright spots within an organization or industry to identify areas where teams are already successfully addressing similar problems:

• Notably, this approach stands out as a bottom-up strategy, empowering teams at the grassroots level to drive change. Unlike traditional top-down models, Scale What Works fosters a sense of ownership and involvement among the teams where the change will unfold.
• This inherent empowerment minimizes resistance to change, as it is not perceived as a mandate from the top, but rather a collaborative effort driven by those directly involved.
• The model, with its built-in mechanism for capturing both successes and failures, provides compelling evidence and valuable insights to mitigate skepticism often associated with trying new approaches.

In my role as VP of Design Strategy at SAP SuccessFactors, the adoption of best practices is crucial for driving product vision and ensuring a cohesive narrative across our suite. When confronted with challenges or the need for innovation, the first step is to apply the “find the bright spots” approach. I examine different areas within the organization or industry where teams are excelling, seeking inspiration and insights.

When bright spots are challenging to find, I tap into my supportive network and identify allies willing to experiment with new methods or frameworks. For instance, introducing the Jobs-to-be-Done (JTBD) framework at SAP SuccessFactors required collaboration with supportive allies — like Rebecca Reagan Thieme and Martina Willam — who were open to experimentation.

Once allies and stakeholders express willingness to experiment, Scale What Works the model progresses to the practical implementation phase. Teams embark on small pilot projects, selected by the participants, allowing for hands-on experience and learning. In my role, I actively guide, coach, and teach individuals and groups, fostering effective decision-making processes aligned with the new method.

Upon completion of the pilot project, the focus shifts to continuous improvement. The experiences and lessons learned are codified, highlighting what worked well and addressing any challenges encountered during the implementation of the new method. These insights are then shared with the broader organization, facilitating widespread adoption and application of the successful approach. The “Scale What Works” model thus functions as a dynamic and iterative process, driving innovation and organizational growth.

Applying Change Management Models

As designers and strategists embark on orchestrating change within organizations, the nuanced application of change management models becomes a pivotal aspect of their role. Let’s delve into specific insights, suggestions, and the pros and cons associated with applying each model: Kotter’s 8-Step Model, McKinsey’s 7-S Model, and my “Scale What Works” model.

Applying Kotter’s 8-Step Model

Kotter’s 8-Step Model provides a structured roadmap for change, emphasizing sequential steps to guide organizations through transformation. Designers and strategists can glean valuable insights, receive practical suggestions, and navigate the associated pros and cons for effective application.

• Establishing Urgency: Lay the foundation for change by emphasizing the need for urgency.
• Building a Coalition: Form a diverse and influential team to champion the change effort.
• Communicating the Vision: Craft a clear and compelling vision, communicating it consistently across the organization.

Here are a few suggestions for putting the model into practice:

• Empowerment through Communication: Frequent and transparent communication empowers employees, ensuring alignment with the change vision.
• Celebrate Milestones: Recognize and celebrate small wins throughout the process to sustain motivation.

Applying McKinsey’s 7-S Model

McKinsey’s 7-S Model takes a holistic approach, focusing on the alignment of organizational elements. As designers and strategists navigate this model, understanding the specific insights, practical suggestions, and the associated pros and cons becomes crucial.

• Examining All 7-S Factors: Conduct a thorough analysis of each element, including strategy, structure, systems, and shared values.
• Addressing Interconnections: Recognize the interconnectedness of the elements and consider their collective impact.

Here are a few suggestions for putting the model into practice:

• Prioritize Shared Values: Ensure shared values are deeply embedded in the organization, influencing decision-making and behavior.
• Regularly Reassess: Given the dynamic nature of organizations, regularly reassess the alignment of all 7-S factors.

Applying “Scale What Works” Model

The innovative “Scale What Works” model capitalizes on existing strengths within an organization. Designers and strategists, seeking insights, practical suggestions, and an understanding of the pros and cons, can effectively apply this model.

• Identifying Bright Spots: Systematically seek out existing practices or teams that have successfully addressed similar challenges.
• Network Building: Establish a network of allies and stakeholders willing to experiment with new methods or frameworks.

Here are a few suggestions for putting the model into practice:

• Pilot Projects: Initiate small, pilot projects to test new methods and gather insights.
• Reflection in Action: Encourage teams to practice reflection in action during pilot projects, capturing real-time insights on what is working and what needs refinement.
• Iterative Improvement: Continuously refine and improve the adopted methods based on project outcomes.

Choosing the Right Model

As designers and strategists navigate the realm of change management, assessing the unique context of their organizations is paramount. The urgency, scale, and existing strengths play pivotal roles in selecting the most suitable change management model for a given initiative.

Change Model	Pros	Cons
Kotter’s 8-Step Model	Provides a structured roadmap for change, suitable for crisis situations.	May not adapt well to dynamic environments, and the linear progression can be rigid.
McKinsey’s 7-S	Offers a comprehensive view, suitable for large-scale change efforts.	Complexity and time-intensiveness can be challenging, particularly in urgent situations,
Scale What Works	Utilizes existing strengths and is agile in implementation.	Effectiveness depends on the ability to identify successful practices, and it may not be suitable for comprehensive organizational transformations.

Selecting the right model is crucial for thought leaders navigating change. For sequential, step-by-step change management, Kotter’s model may be preferable. For a holistic view of organizational alignment, McKinsey’s 7-S model could be beneficial. The “Scale What Works” model offers a complementary tool, especially when seeking to leverage existing successes for widespread impact.

In a balancing act, thought leaders must master these models, combining the structured approach of Kotter’s model with the holistic insights of McKinsey’s 7-S model. Integrating my “Scale What Works” model allows designers and strategists to drive innovation effectively, making informed decisions that influence experience visions and foster organizational growth.

Call to Action

My personal journey from Brazil to the United States, then to China, and now residing in Germany, has illustrated the constant need for adaptability. These diverse life experiences have instilled in me a deep understanding of the strategies that can help thought leaders stay agile in an ever-shifting landscape. Before I provide you with tips, I encourage you to embrace change, much like I have, and continue your journey of thought leadership by being adaptable and innovative in a rapidly changing world.

In this final section, we’ll move from theory to practice and explore how designers and strategists can apply essential skills, models, and approaches to drive their careers forward. We’ll provide concrete suggestions on how to apply these skills and models in real-world situations.

Here are some specific suggestions for practicing the skills mentioned in this blog post:

1. Put yourself in situations you will need to adapt: Regularly challenge your comfort zone. Volunteer for projects outside your expertise and seek diverse experiences. Move to another country like I did.
2. Staying Informed: Dedicate weekly time to read industry news, research reports, and influential publications. Stay informed about the latest developments.
3. Collaboration: Actively seek opportunities for cross-functional collaboration. Engage with colleagues from different departments to gain a broader perspective.
4. Visionary Thinking: Dedicate time to envision the future of your field. What will it look like in five or ten years? How can you shape that future?
5. Inspiring Change: Encourage a culture of innovation within your teams. Recognize and reward those who bring forward fresh ideas and propose innovative solutions.
6. Sustaining Momentum: Periodically review your strategies and approaches to ensure they remain aligned with your vision and adapt as needed to evolving circumstances.

As you embark on your own thought leadership journey, remember that it’s not a static position to achieve but a path to walk. Embrace change, foster innovation, and inspire others. You’ll find yourself at the forefront of your field, driving decisions and shaping the future of design and strategy. The odyssey of a thought leader is a perpetual quest for excellence and a commitment to change, ensuring your lasting influence in this dynamic world.

Other Skills for Aspiring Thought Leaders

As I mentioned in the first post of this series, great ideas are not enough to be a successful thought leader. Skills that amplify their impact are crucial. Aspiring leaders must develop exceptional abilities, such as effective communication and emotional intelligence, to transform their vision into tangible results. Check out the other articles of this series to learn about the crucial skills that will have designers and strategists influence the decisions that drive product experience visions forward:

• Mastering Effective Communication. Thought leaders possess the remarkable ability to communicate their ideas clearly and persuasively. Their words are not just informative; they’re inspirational. The capacity to convey complex concepts that resonate with diverse audiences is a hallmark of their influence. Effective communication bridges the gap between innovative insights and their practical application, inviting others to be part of the journey {read more about Presentation and Storytelling Skills}.
• Innovative Thinking and Idea Generation. Central to thought leadership is the skill of thinking beyond the obvious. Innovators don’t merely accept the status quo; they challenge it. They see possibilities where others see constraints. Thought leaders embrace this skill, consistently generating ideas that shape the future and pioneering approaches that set trends rather than follow them {read more about Innovative Thinking and Idea Generation}.
• Demonstrating Expertise and Credibility. Being a thought leader means going beyond asserting expertise; it’s about proving it. Thought leaders earn credibility through their work, consistently delivering results that align with their insights. This requires not only a deep understanding of their field but also the acumen to translate that knowledge into tangible outcomes [read more about Demonstrating Expertise and Credibility]
• Managing and Adapting to Change. In a rapidly evolving world, thought leaders are agile navigators. They thrive amidst change and uncertainty, adapting their strategies and insights to fit new contexts. This adaptability ensures that their influence remains relevant and dynamic, making them valuable voices in ever-changing industries.
• Building a Supportive Network. Thought leadership is not a solitary pursuit. It’s about fostering a community of like-minded individuals who share a passion for change. Cultivating a network of supporters, collaborators, and advocates extends a thought leader’s reach and multiplies the impact of their ideas {read more about Building a Supportive Network}.
• Cultivating Emotional Intelligence. Behind every strategic decision, there’s a foundation of emotional intelligence. Thought leaders understand the power of empathy, conflict resolution, and self-awareness. This emotional acumen forms the connective tissue that binds their influence, enabling authentic relationships and guiding effective leadership {read more about Cultivating Emotional Intelligence Skills}.

Recommended Reading

Brosseau, D. (2014). Ready to be a thought leader?: How to increase your influence, impact, and success (1st ed.). Nashville, TN: John Wiley & Sons.

Craig, W. (2015, June 5). Thought leadership: Why it’s essential to stay up-to-date with your industry. Retrieved August 21, 2023, from Forbes website: https://www.forbes.com/sites/williamcraig/2015/06/05/thought-leadership-why-its-essential-to-stay-up-to-date-with-your-industry/

Fish, L., Kiekbusch, S., (2020), “The State of the Designer” in The Designer’s Guide to Product Vision, New Riders; 1st edition (August 2, 2020)

Furr, N. (2022). The upside of uncertainty: A guide to finding possibility in the unknown. Harvard Business Review Press.

George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, 85(2), 129–130, 132–138, 157.

Gothelf, J., & Seiden, J. (2017). Sense and respond: How successful organizations listen to customers and create new products continuously. Boston, MA: Harvard Business Review Press.

Govella, A. (2019). Collaborative Product Design: Help any team build a better experience. Sebastopol, CA: O’Reilly Media.

Hammond, J. S., Keeney, R. L., & Raiffa, H. (2015). Smart choices: A practical guide to making better decisions. Boston, MA: Harvard Business Review Press.

Harvard Business Review. (2017). The Harvard business review manager’s handbook: The 17 skills leaders need to stand out. Boston, MA: Harvard Business Review Press.

Kegan, R., & Lahey, L. (2001). The Real Reason People Won’t Change. Harvard Business Review, 79(10), 11.

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Lombardo, C. T., McCarthy, B., Ryan, E., & Connors, M. (2017). Product Roadmaps Relaunched. Sebastopol, CA: O’Reilly Media.

Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville, TN: Thomas Nelson.

Prizeman, T. (2015). The Thought Leadership Manual: How to grab your clients’ attention with powerful ideas. St Albans, England: Panoma Press.

Prosci. (2023). Best practices in change management. Prosci.com. https://www.prosci.com/resources/articles/change-management-best-practices

Small, A., & Schmutte, K. (2022). Navigating ambiguity: Creating opportunity in a world of unknowns. Ten Speed Press.

Van Der Pijl, P., Lokitz, J., & Solomon, L. K. (2016). Design a better business: New tools, skills, and mindset for strategy and innovation. Nashville, TN: John Wiley & Sons.

Wiseman, L. (2017). Multipliers, revised and updated: How the best leaders make everyone smart. New York, NY: HarperBusiness.