1. Mike R. Jay, Developmentalist Mandating Resilience A Mandating Resilience A Business Case for Adaptive Leaders & Organizations

2. Remember: “…the central banks' calendars are no better than their maps.”

3. What are the current challenges for SACU?

4. Everybody’s Right!

5. Every single perspective is Right

6. Every single perspective is Wrong!

7. Juan Enriquez A Warning from Latin Americans restructuring The United States requires a massive restructuring to address its debt, cutting back on its borrowing, spending, and wars. The bailout package is essential to keep the credit markets open. But absent sentences that include the word austerity all the bailout will accomplish is a temporary postponement. Bailout and stimulus are a stopgap. Juan Enriquez and Jorge Dominguez http://www.ted.com/talks/juan_enriquez_shares_mindboggling_new_science.html

8. Radical 1. Radical! COMPLEXITY

9. Begins with dramatically increasing uncertainty

12. What happens with Scenarios in a Complex “Dynamic” Environment with Radically Increasing Uncertainty?

13. ALL SCENARIOS are happening at once… Simultaneously! With Changing Dynamics

14. You must be able to adapt and deploy varying capability in different densities using uncertain data points…dynamically—in real time.

15. It’s building an airplane while you are flying it! In other words… It’s building an airplane while you are flying it!

17. Predictable Change – and a loss of perspective… 2. Predictable Change – and a loss of perspective…

19. Resilience is the KEY Success Factor of Adaptive Cultures 3. Resilience is the KEY Success Factor of Adaptive Cultures

20. We need resilience because…

21. “You can con investors,” hedge fund manager Igor Lotsvin concluded, “you can con taxpayers, you can con mutual fund managers many times over…but the laws of supply and demand cannot be conned. The supply of distressed inventory is so large that there is not enough of a balance sheet to take it all on…The supply of distressed assets is astronomical.”

22. No bailout money was used in the production of this automobile.

23. Outlining a Specific Path to Adaptive Organization 4. Outlining a Specific Path to Adaptive Organization

24. Stable, predictable conditions

25. Ambiguous, Complex Conditions

26. © Mike Jay, www.mikejay.com 26 Decentralization being born…

27. From Stable to unpredictable We move from stable…To a new structural design

28. Leaders say Leadership is changing

29. Adaptive Organization 5. Adaptive Organization

30. Developing an Adaptable Workforce: A critical capability There can be no doubt that winning in competitive and quickly shifting global markets requires responsive organizations. However, for many companies, workforce adaptability has been elusive. Among (IBM 2008) study participants, it found that only 14 percent of respondents believe their workforces are very capable of adapting to change. What do these leading-edge adapters do that others don’t?

31. Right Leadership It starts with leadership – having the right people who have the skills and capabilities to develop and communicate a vision, provide structure and guidance and ultimately deliver business results.

32. Identity Experts & Foster Collaboration It requires the ability to identify experts and foster an environment where knowledge and experience travel beyond traditional organizational boundaries.

33. Talent Management It calls for a talent model that can help companies recruit, develop and retain valued segments of the employee population.

34. Real Time Data & Information It depends on an underlying backbone of data and information about the current and projected state of workforce performance, environmental requirements and the ability to apply that information to develop strategic insights and recommendations in real time.

35. Beware! There Are Structural Shifts Occurring?

38. http://www.sycamoregroupinc.com/financial-planning-for-the-rest-of-your-life/

40. When you combine the newfound freedoms of the people in economies such as India’s and China’s with demographic projections, you really get a startling picture of what is yet to come. After all, great migrations and population shifts can give us clues of where the economic growth will be and how it might unfold.

43. Economists Barry Eichengreen and Kevin O’Rourke

46. “Lord Make Me Chaste, Just Not Yet,” Augustine

48. “If you put the federal government in charge of the Sahara Desert, in 5 years there'd be a shortage of sand.” --Milton Friedman--

49. (C) Mike R. Jay, May Not Be Used Without Permission 49 Creating Self-Organizing Systems

50. Did You Know?

51. My Presentation:  Demonstrate dradically increasing complexity  Showed stable, predictive change doesn’t exist  Identified only one key factor of future success  Outlined a specific path of leadership  Described Adaptable Organization