I am a polymath, with a gift for moving easily between the creative mind and the analytic mind. I believe that we are at our best when we we bring all of ourselves to our work and play. My work reflects my ability to hold multiple perspectives and experiences in relation to a problem. I have helped major brands excel (Brand Jordan), others transform (UPS, IBM), nurtured movements (efforts to provide girls around the globe reach their full potential), broadened the idea of leadership to include compassion (immersive leadership experiences), connected students to new ways of thinking (design, systems, purpose), created engines of innovation in sprawling organizations (The Future Project), helped adults develop practices of well-being (Millennium.Org), and sparked teams and leaders to think differently about climate (Impossible), to name a few. In all cases, I start with vision. What is that better, more morally imaginative future? And, then look for the road and capacity to get there.
CASE STUDIES: CURRENT
Assignment: Create a new set of offerings, called Planet-Centric Design, that helps to reposition Impossible, an innovation and product design firm, into a new and emerging market of companies that are learning to use regenerative design and sustainability as a competitive advantage.
Solution: Impossible, an innovation, product design, and AI firm based in Portugal, saw an opportunity to reposition its brand to meet the new and emerging market of businesses that are learning to use regenerative and sustainable thinking to be more competitive, while also future-proofing their businesses to be more resilient, efficient, innovative and planet- and society-positive. The work started by using a three-horizons framework to develop a strong vision for the future of Planet-Centric Design and its role in helping businesses be more competitive while being regenerative in regard to the planet and society (the far horizon), and then determining how Impossible might transition out of work that had become commoditized and less profitable, and innovate in areas that would establish its new offerings in the marketplace and lead to a new arena of growth. From this work, an internal roadmap for change was created, teams were sparked in the conversation, and the new offerings were defined, and prototyped. They included three specific areas: Planet-Centric Alignment and Assessment, Planet-Centric Culture development, and Planet-Centric Innovation, the latter including Planet-Centric Business Models, Planet-Centric Business Design, and Planet-Centric Service and Product Design Strategies.
Envision: Utilize a three-horizons frame to set the vision, and intermediary actions.
Map: Create a roadmap for each horizon to map strategy and metrics, and to align teams to near and far work.
Innovate: Innovate new planet-centric offerings that build on company’s strengths.
