Steps to high quality business external environment analysis

Over many years of reading market analysis from thousands of reports, it appears that the same issues pop-up again and again. Therefore, it is worth discussing few key and small elements that will help deliver high quality analysis of the marketing external environment.

First, any marketing external environment should start with defining the scope of the research. Both from a geographical and from market/industry perspectives.

Starting with the geographical perspective, it is worth mentioning that a marketing environment analysis can be done at several level: eg., Global, continent, country, state, county, city and even district. When the geographic scope is defined, the research should only focus on the specified region. In the case where several regions are considered for example several countries, the external environment should be done for each country separately. The market and industry scope is even more essential, because the information provided should only focus on and be relevant for the targeted market/industry.

Second, the external environment should always be done by considering the trend analysis for each information provided mostly because there is no such thing as a static environment. The environment is always changing and today it is changing very fast.

Third, it is important to always have a critical view of the provided information to ask oneself if we are dealing with an opportunity or a threat.

Fourth, after providing a good assessment of the environment it is important to evaluate and to prioritize all of the available information to further proceed with the more impactful ones.

Optimizing Customer interviews/surveys with Market research

With no doubt, customer interviews and surveys during market research are great tools to better understand customers’ needs, wants, purchasing behaviors and consumption patterns to list few benefits.
Nevertheless, too often, the market research activities focus only on already existing customers that are already buying and using the offerings available to them. Therefore, while conducting market research it is worthwhile investigating also non-customers or non-users for two main reasons.
The first reason is that by disregarding non-users and non-customers, analysts fail to have a complete view of the entire market potential. Indeed, non-users are also part of the market potential; the part that has not been reached yet.
The second reason is that interviews are a great opportunity to understand why non-users are not purchasing the available offerings and thus could understand the reasons why they are not buying and what could be done to make them change their behavior and get them to start buying.
An additional critical element to get the most of interviews and surveys is to make good use of the segmentation criteria at the beginning of the interview/survey to be able and the end of the process to generate customers’ profiles, summarizing findings for each segment that share the same characteristics.

Dancing to the Rhythm of Knowledge

In the first year of my doctoral studies, I wrote an article and submitted it for publication in a conference. My article was rejected by the conference scientific committee. One of the reviewers wrote that the reason why my article was not accepted was that after reading it, he was not able to answer the two following questions: What do I know now? And, what can I do now?

That rejection and that anonymous reviewer taught me one of the most important lessons I learned during my doctoral study. Even now, ten years later, I tend to repeat these two questions, whenever I read something, have a dialogue with someone, watch a movie or attend a seminar. These two questions give me a reality check when it comes to assessing whether I have learned something and make me more alert as I am going through some new concepts and ideas. Why is that so? The first question, “what do I know now?” checks whether I have received some information or assimilated a new piece of processed data, that can help us understand a phenomenon better. The second question, “what can I do now?” is about knowledge. Knowledge has organizing power. Once we convert information to knowledge, we are prompted to take action, to trigger a change, to take measures to do something. It’s like when we hear music and we dance automatically!

As a learner, I have noticed that there are two caveats that are worth mentioning. First, I always bear in mind that the transformation from information to knowledge is not instantaneous. Once we put the seeds in an incubator, we should attend to them on a regular basis before they sprout. Therefore, I know I should keep repeating the second question, stimulating my brain to keep looking for practical implications. In the same way that it may take a few listens, before we fall in love with and dance to a piece of music, that we were initially not fond of. Second, knowledge can emanate from a combination of various sources of information, some of which may be tacit, and thereby not easily detectable. For instance, reading and memorizing poetry or mastering and using a mathematical technique, may not easily be traceable in the practical insights we develop, but they may still count as crucial steps towards the development of such insights. Thereby, if I do not see immediate practicality in the information I am exposed to, I know it does not mean I should reject it. Similarly, if I invest time in assimilating some concepts or ideas and yet I do not seem to be able to map them onto a concrete application, I worry not and the role they play can be subtler than what I can possibly imagine.

As an educator, I ask my students to ask themselves these two questions as they are going through their studies. More importantly, I also ask them to challenge me when they are unable to answer the two questions during my courses and when we go through the course material. It does not mean I should answer the two questions for them. Rather, as a learning designer, I should help them in their process of seeking answers to the two questions. They may find it difficult and may find the wrong answers, but this exercise can orient them to a more proactive approach towards learning, and help them realize they are the ones responsible for acquiring the knowledge they need to align themselves with what life expects from them.

I sometimes feel that learning in the current educational system is becoming synonymous with absorbing memorizable chunks of information for the mere purpose of answer questions in a final exam. To me, True education is about striving for acquiring knowledge. Effective learning occurs only when what we know can manifest itself in our thoughts and actions, that’s when we start dancing to the rhythm of knowledge. As educators or learning designers, our responsibility is to steer ourselves onto the path of becoming knowledge-oriented and then, help the learners in their journeys, first and foremost, by embodying the properties we wish to see in them. I hope after reading this short blog you can answer the following two questions: What do I know now? What can I do now?

Profile Pic_ArashAuthor: Dr. Arash Golnam, BSL Professor

Life Journeys – Matteo Stifanelli: the “Impact Sabbatical”

Matteo Stifanelli graduated with an MBA at Business School Lausanne in July 2017 while working at Airbnb. He has been the Country Manager of the Italian business for the past 5 years and worked at the company since its very early stages.

Almost a year after his graduation, his bags are packed and he is ready to embark on an intercontinental learning journey he calls the “Impact Sabbatical”. He’ll be in Lausanne, San Francisco, Seoul, Berlin and Cape Town for a purpose-driven trip, with the goal of finding his own mission and purpose in life.

Rules of the game? No expectations and one main question to answer: “How do I apply what I learned at Airbnb and BSL to a problem I care about and make a positive impact on the world?”

We had the pleasure to have him here at BSL, where he told us all about his journey.

D: Ciao Matteo, it is a pleasure to have you! Exciting times ahead of you. How do you feel?

M: Definitely excited. I finished with Airbnb just few days ago. I’ve emptied my apartment in Milan, and sold, gifted and donated everything I have, except a suitcase and a backpack. Everything is moving so quickly, I don’t even realize my trip has started already!

D: Let’s start from the beginning: who is Matteo Stifanelli?

M: I’m a 32 years old lucky Italian guy who loves entrepreneurship, technology and making an impact on the world around me. If I rewind the film of my life, I can clearly spot my initial interests in human interaction and storytelling. This led me into literature, as I wanted to know how people think and communicate. I then went to film school to understand how I could use media to tell my stories and influence the world around me. I later realized entrepreneurship and technology were a better way to achieve that, so I learned to code and launched my own internet startup. And that’s how I eventually discovered Airbnb back in 2009, when it was just a very small startup that nerds knew about.

D: Lausanne, San Francisco, Seoul, Berlin, Cape Town. What is the elevator pitch?

M: After Airbnb being at the center of my life for almost 10 years, I’ve embarked on a journey to find my own mission and purpose. For one year I’ll travel the earth, meeting with passionate people, experts and entrepreneurs who are committed to making a difference. The goal is to understand which issues are most important to me and how I can best apply what I’ve learned at Airbnb and BSL to make an impact. I’ll start my journey in San Francisco, the cradle of technology, then move on to Seoul to discover Asia. Berlin, the capital of Europe, will be my next stop and I’ll finish my travels in Cape Town to find out more about the African continent.

D: That sounds quite exciting. Let’s break it down. Walk us through your destination choices. Lausanne is your first stop. Why?

M: Carrying out my MBA at BSL has been an important trigger in my life. I chose BSL (and Switzerland) because of its very international environment and its tailor-made approach to the needs of each student. For example, it was quite easy to move classes around when my work agenda went rogue. I was always able to accommodate both work and study commitments efficiently. Also, given its small size, the school enables the creation of strong relationships among staff and students, which to me is the most important thing.

BSL did a great job at giving me a solid business education and helped me put in place the foundation for what I was learning in practice at my Airbnb role. In addition, it developed my sensibility for sustainability and made it flourish. At the end of the MBA program, the only business decisions that make sense to me are the ones that are good for the balance sheet as well as the world around me. These two things can’t be separated or be in conflict, and it simply makes sense.

I now want to meet with passionate people, experts and entrepreneurs who share similar views and are already dedicating their lives and companies to making a positive impact on global issues. I want to explore different places and cultures to get different perspectives. I’ll be in a different city and continent every few months, starting in San Francisco and then moving on to Seoul, Berlin and Cape Town.

D: So after Lausanne, you’ll be in San Francisco for four months. Tell us more about that.

M: I am excited to spend some time in SF. It is a unique and very controversial place. When we think about the city, there are a few words coming to mind: ‘“tech’, “start-ups”, “venture capital”, “Silicon Valley”. On the other end, having been there many times through my past job, I’ve been exposed to the many widespread issues that are less popular but nonetheless important, such as homelessness, gentrification, and widespread drugs addiction. While being there, I want to better understand American society and get in touch with innovative companies that are focusing on global issues, and leveraging tech and venture capital to make a positive impact.

D: You will then be in south Korea… why?

M: Seoul, South Korea and Asia in general represent a brand new world for me and I believe there’s a future in which world leadership could potentially come from that region. I want to dedicate time to study the culture and values of the region, to try and understand what that future could look like. I also have a personal connection with Asia since my girlfriend is Korean. So I look forward to learning her language and culture.

D: After Asia, you are coming back to “your” continent…

M: Yes, I’ll be back to Europe and specifically in Berlin. I worked there for Airbnb at the beginning of my career and had a great time in the city. There’s so much history and culture given its troublesome past, and Berliners are my kind of people: open-minded, multicultural, efficient but with a twist of art and romance. It’s a place where I’d like to live. I also believe that after Brexit, Berlin has a chance to become the cultural, political and economical capital of Europe. The start-up scene there is also booming, which makes it a great EU base for entrepreneurs.

D: Last, but not least, you will visit Africa, being based in Cape Town.

Africa is the place I know the least, and definitely would like to learn the most about. If we talk about innovation and sustainability, I believe Africa is the region in need of the most attention and with the biggest potential. I have not figured out yet the final leg of my trip but I will be based in Cape Town, with the objective of exploring the continent and better understanding its issues.

D: What are you going to do in these cities? Which kind of people are you trying to meet with?

M: I will be looking for experts, entrepreneurs, investors and passionate people in general who are already studying world issues and trying to make a difference. In San Francisco for instance, there is a community of people dedicated to “impact investing” and “social impact entrepreneurship”. My goal is to meet with these people, interview them and collect their thoughts, while forming my own point of view.

D: Any fears?

M: For sure. I’m leaving everything behind: a safe job and all its comforts, an amazing company, my country as well as my routines. I’ll be travelling around the world and visiting many new places. There will be many opportunities to lose drive and motivation and it’s easy to go back to what I’m comfortable with when things get tough. But I want to stick to the plan, and allow myself some time to truly think about what I want to do with my life.

D: We certainly wish you success with that. Do you have anything to say to our students who will be reading this interview?

M: Stand by your values and passions, strive to make a positive impact in the world and never settle for anything less. If like me you speak English, have access to the internet and are getting an education, then you need to realize that we are privileged. The question is, what are we going to do with such privilege? The Impact Sabbatical is my personal attempt to answer that question. I invite you to think about it too.

I would also recommend a book: “Never eat alone”, by Kate Keith Ferrazzi. An eye opener about how important relationships are in our lives and career. It’s a principle that has greatly influenced me and helped me through my journey.

D: Thanks Matteo, it’s been a pleasure having you with us today and good luck with your journey on behalf of BSL. How can people follow you on social media during your trip?

M: Thanks Daniele, my pleasure as well. I’ll document my journey online and create a dialogue. Here are the channels I will use to do that:

Medium: I publish here all my reflections and stories from the “Impact Sabbatical”

YouTube: I will publish here my interviews, vlogs and other creative material

Instagram: Follow me here to know where I am in the world and what I’m doing

Facebook: I use facebook to interact with my audience and create an online community

LinkedIn: I share here my industry views and career development reflections

 

Author: Daniele TicliCreating opportunities for Companies, Students and Alumni by addressing the needs of Education and Corporate world.

Innovation at BSL: Going solar with shacks – Improving living conditions in developing countries

Edited by Dr. Aileen Ionescu-Somers

Blog Post by GFW Group 4 BSL students: Abdullah Albawardi, Christopher Palermo, Eduard Mazhinov, Emma Chang, Eric Illick, Guan-Quan Tan, Stefany Solorzano, Tomy Ndakana, Victor Semenov

Living conditions all around the world have been consistently improving since the 20th century. However, many people in developing countries have not yet attained anything like the relatively luxurious standard of living of citizens in more developed countries. For this reason, our group dedicated its efforts towards a solution aimed at correcting and changing some aspects of the quality of life of people in developing countries, while tackling no less than FOUR Sustainable Development Goals (see illustration). Click HERE for our fun video showing our fantastic team moving through the prototyping steps during the Gap Frame innovation week. And if you are in the mood to discover more, read on:

Poor people in developing countries, whether in urban or rural settings often live in squalid conditions, in what are commonly termed “shacks”. A shack is a roughly built hut or cabin that is usually extremely flimsy, increasing the vulnerability of people, especially under severe climatic conditions, or earthquakes. Playfully adapting this term to our concept idea, we came up with the idea of the “Solar Shack”. We chose to focus our efforts specifically on prototyping cheap and sustainable housing for underprivileged, poverty-stricken people in areas where shacks are the most common form of housing.

To achieve this, we felt that whatever we designed needed to be self-sustaining (or self-maintaining, if you will). Thus, we focused on the provision of solar powered houses, with water filtering capabilities. Additionally, because of the limitations of available cash resources in the target countries concerned, the price and feasibility of the houses were a priority focus in our prototyping. We considered that having an individual house price of <$1,500 would be optimum, assuming that every unit can hold and sustain five people. Furthermore, such a low price could make the house proposition far more attractive to, for example, sponsoring or donor organizations.

We then expanded our idea to a concept of complexes of approximately six shacks, to form a solar compound within which a community could live. Each unit in the compound would have a chargeable battery of its own that would require minimum maintenance. Each house would also have a water collection and filtration system with a water tank. Furthermore, every compound would have a central battery and tank that will function as a backup charging and filtering system that all houses would draw from and contribute to when not in use.

We then brought the concept to yet another level with the idea of connecting compounds. We envisaged a solution whereby compounds are connected to a central battery and tank that all can draw from but also contribute to when not in need. The goal is to have layers of redundancies so that even if an entire compound ran out of water and/or electricity, the outer central tank would be able to support the “needy” compound in emergencies. Then, both the inner compounds and the larger grid would also have windmills generating electricity that would further contribute to actively charging the central batteries.

For our prototype context, we decided to choose a location that was a less obvious choice than most and where we could have significant impact. We thus narrowed our focus location to Madagascar, often a less “popular” choice for developers, and where poverty is extreme. Specifically, we focused on the smaller northern Malagasy town of Antsohihy rather than the capital. One of our own group members was from Madagascar and so we had some level of expertise and knowledge in the team who could report on the country’s complicated affairs.

The climate of Madagascar is quite humid and it rains very frequently. Since it is an island away from the mainland coast, it is frequently exposed to typhoons. As such, we have to design houses that can withstand torrential rain and very high wind speeds that can whip up debris that can possibly damage the houses. With these considerations in mind, we decided against using wood in the construction of the shacks because wood tends to become soggy and weak when continually exposed to strong winds and torrential rain. While possible to reduce the problem with more expensive and higher quality wood, our budgetary restrictions led us to reconsider our choices.

Assembling our materials in Antsohihy would be a logistical challenge but still doable. As Madagascar is an island, acquiring the materials and moving them to where we need them would be a potential challenge because of the geographic isolation of the location. As we decided to source the majority of our equipment from affordable sources from China, it would be extremely costly to have our materials flown in. Mahajanga is the closest port to Antsohihy (6.5 hours by road). As such, it would be the most appropriate location for us to offload our goods. From there, we could use trucks to transport the cargo over land. From there, our local contractors can supervise the transport and subsequent construction of the shacks.

When the group discussed the overall structure of the solar shack, we had a dilemma. We wanted to choose the appropriate material to hold our shack together and possibilities we discussed were to either have the walls made of bricks, or recycled plastic bottles along with concrete to support the structure. We have yet to really resolve this issue.

We went a long way to defining and even designing our prototype (click HERE for a first cut of the cool design). The week involved looking at multiple aspects of our prototype, not all of which can be detailed here. We just wanted to share our exciting idea with you in this blog. The questions are: How feasible is the concept? Can we really develop this into a viable start-up during the next Gap Frame Week from 14-18 May 2018? What transformations will we have to make to the product and business model in order to assure success? Let’s see how we do as we bring the project to the next level!

It’s International Women’s Day! And BSL has its finger on the pulse

Aileen Ionescu-Somers, André de la Fontaine and Jacques Billy

It is March 8 and it is also… International Women’s Day. And what a year it has been! With the #MeToo and #TimesUp movements coming in quick succession to each other since International Women’s Day 2017, it seems that women’s rights and equality issues for women are riding a wave of global interest but also, hopefully, transformation and change.

Did you know that in the early 20th century, the trade union movement started marking this day, first using it in 1907 as a springboard to highlight the poor conditions of women workers in the clothing industry sweatshops of the time in the United States? In a case of “early globalization”, the day had been adopted far outside of the U.S by 1911. Today, March 8 day symbolizes the opportunity for women to share their equity struggles and celebrate breakthroughs on women’s rights worldwide. As we write, women’s marches are actively taking place across the globe, from Spain – where the mantra of the march is “If we stop, the world stops!” – to multiple other #PressforProgress March 8 initiatives – are an indication of an increasingly strong global push for gender parity.

Given BSL’s aspirational vision and purpose, BSL is keeping a finger on the pulse on developments that relate to the role of women in the workplace. In late 2017, Professors Aileen Ionescu-Somers and André de la Fontaine started work on a teaching case study related to the challenges of ensuring equal salary for women in companies. Did you know, for example, that women earn up to 18% on average less than men in Switzerland? Sensing this was a “hot topic”, Aileen and André asked themselves the question: How hard can it be to apply a fair wage policy between men and women? Surely that is both good for the company, but also for the well-being of the men and women that work there? It turns out that it’s not so black and white and there are plenty of obstacles, amongst which are lack of transparency and accountability, as well as fixed mindsets and attitudes.

So Aileen and André decided to carry out research and interviews with a view to providing a highly interactive solution-oriented case learning experience for our BSL students. The case study is currently being finalized and will soon be available for use in our classrooms. We need our students to know about and understand the ways and means of overcoming obstacles to equity between men and women, and certainly in cases where both are doing the same job. And since, “knowing what you didn’t know” is a first step to changing mindsets and achieving change, we look forward to deepening our students’ understanding of this topic. Watch this space for more news about our exciting case study!

But the real elephant in the room is the invisible “glass ceiling” preventing access to senior decision-making management and Board posts. Women are just not breaking through fast enough. Changes to the statistics are incremental at best. Our BSL Finance Professor Jacques Billy is Treasurer on the Board of Novertur International SA. NI launched a site www.business-monitor.ch in 2016 that published an insightful report this week on gender inequality in Switzerland. The report, published with the support of PwC, highlights sobering statistics on the status of women in Swiss based companies. Less than 24% of corporate decision—making posts are held by women. Less than 17% of Board posts are held by women. How can women break through this glass ceiling? Now that’s a good question for our students to get their heads around! Judging from global developments in these last months, women seem determined to get answers and close the gaps.

 

And suddenly, we were living in a new culture… How did that happen?

How do companies grow into new cultures? Can a given culture be changed? How palpable is a culture anyway? And if you wanted to change it, how would you go about it? These are questions that occupy Organizational Development consultants and researchers alike. At Business School Lausanne (BSL) we have decided to prototype new forms of organizations as a way to offer a living case study to our students. For the end of the year, I would like to offer a self-reflective piece about our organizational journey, from my own personal (and obviously limited) perspective.

On September 30, 2015, BSL had formally implemented self-organization as its new way to organize itself. Now, 1 year and 3 months later, we are looking at ourselves in disbelief. We have become a living and breathing organism with its own distinct culture and sense of purpose. And we wonder how this happened?! This blog attempts an analysis by looking at 6 distinct time period in the course of the last 15 months.

Step 1: October to December 2015 – We can learn this. The initial three months of implementing Holacracy were colored with a tremendous (good)-will to learn this new system. I think every single one of us put in discipline, time, energy, and an open trust. We learned the technique of Holacracy, got burned by what they unveiled in us regarding how judgmental and close-minded one is, we stopped and wondered, does this work? Some of us masterminded a massive systems-change that we proudly introduced in December 2015: from 2 circles, we shifted to 5 circles – in one go. A circle is something like a “department” or “business unit” – those roles that work together organize in a circle. Only later would we learn that this is absolutely not the way to go about solving “tension by tension”. We were still operating from a paradigm of hierarchy, quite unaware and unconscious but willing to try. We attempted to separate “role” from “soul” and forgot about the “soul” in the process, without knowing what to do about it. Holacracy told us – “just trust the process”.

Step 2: January to March 2016 – In the deepest of darkness. After these initial 3 months of openly learning the mechanics of Holacracy, our team dove into a dark place where we lost our previous natural sense of how to maintain personal relationships as a part of our professional collaboration. Suddenly, everything felt mechanic, cold, and distant and there seemed to be no place to connect from person to person. Our Holacracy coach kept on telling us: “Holacracy structures how you work together, how you want to relate to another, what we call ‘tribe space’ that is up to you to define.” We didn’t know what to do with this advice, “tribe space” was a term that didn’t resonate and sporadic attempts to create a “tribe space” were mostly left unattended. Critical colleagues raised concerns about a serious loss of trust in the team saying we have a big problem.

Step 3: April to May 2016 – Addressing dormant people issues. These dark three months forced some previously unaddressed and uncomfortable people issues to the bright daylight. We had learned to talk straight and to listen to another – one of the great benefits of Holacracy’s very mechanic technics. This dialogue culture enabled us to openly address pain points we didn’t have the courage to address before. We realized that not everybody would make it and we made generous offers to those that would not be able to dance this new journey of self-responsibility and co-creation with us at a much heightened innovation speed. These talks didn’t help the sense of darkness in the team, to the contrary, now the problems were in the open and things looked and felt bleak.

Step 4: June to August 2016 – Inventing a new recruitment process. Connected to step 2, we were facing some serious recruitment challenges that resulted from having addressed the people pain points. Quite unknowingly, we stumbled into a number of new practices that entirely overhauled our recruitment process. We started to ask very different questions to candidates, asked them to write an essay about how they might do in a self-organizing structure, and we used new strength-based assessment tools. We formalized with a policy that the committee consists of concerned colleagues that were intimately knowledgeable and concerned with the roles a new-hire would take. The blog “we are hiring for DNA” explains this well.

Step 5: September to October 2016 – Questioning the performance evaluation and bonus system. During the busiest time of our year, we also had to do our performance reviews. Given that we were new at self-organization, we didn’t quite know how to do this in our new setting. Those partners who cared formed a committee that defined in a few pragmatic sessions a process that seemed reasonable and time efficient. The result: a small disaster! By now, our team was entirely comfortable to discuss uncomfortable issues collectively and we quickly assembled a list of things that didn’t work. We agreed that we did no longer want to tie our financial bonus to our peer-based performance review. So how to advance? Simply, a call to those among us to self-organize and propose a better system for the coming year. This is an excellent example of what is called “safe enough to try”. We tried, it didn’t work so well, we still all accepted and embraced the consequences and vouched to do better next year. No hard feeling! As you can see, the goodwill and the trust were back – in a very new and different way. Not a trust in a boss or a hierarchy, nor a need to plead for personal favors, a trust in our way of making decisions, a trust in the ability for everybody to speak up and be respected, a trust that the others cared.

Step 6: November to December 2016 – The real test with titles and new-born authority. With our new-hires in place and with priorities cleared for the coming months, the question arose what to do with our old titles, in particular, “the Dean”. We recognized that our outside world demanded such a title and position, even if internally, we had delegated its accountabilities into a variety of roles and circles and the Dean no longer was a reality for us. There were 4 of us with external roles that at times resembled what is traditionally called a “Dean” role. In a governance meeting we discussed, argued, considered, reflected, rejected, improvised and eventually agreed that we shall be having the “Dean” title available to those who have an external representation need, clarifying that 4 people can use the title in 4 different special areas, such as academic programs, executive education, thought leadership, applied research. The website adjustment is still underway and shows how hot a potato titles are. Meanwhile, new authority arose elsewhere: we are making 3 significant leadership changes on January 1 in three key circles. Leadership in the sense of ensuring that resources and competencies are directed at realizing the mission identified. As my last act of “letting go”, the BSL Company Lead Link (a position even the Holacracy inventor Brian Robertson still holds at his company) will be energized by Carlo, while Branko takes over the School Lead Link and Massimo takes over the Support Service Lead Link. All of these appointments are announced as being intended for the year 2017, and we shall be seeing who has appetite and talent to embrace such roles thereafter.  Denitsa has risen to be our inspiration in her new people role, offering daily positivity challenges during the Advent months. David says that he feels there is more time that partners take to connect personally, creating a foundation to getting things done so much more easily. And last but not least, our newly invented Gap Frame Weeks have transformed the way the administration and the faculty interact with the student body, something that was palpable at our Holiday Season Party which was a huge success, independently organized by David. We are closing the year on an unprecedented high, “looking back at the pain with appreciation and understanding” (Aurea) and “feeling new wind beneath our wings” (David). Welcome 2017 – we are ready to embrace whatever is thrown our way!

Are these 6 necessary steps? Could we have anticipated or planned them ahead? Can you learn something from these? Do these steps provide insight into cultural transformation? I am not sure. And I am curious to continue with our “action research” to see if there is anything we and others can indeed learn, and if only in hindsight. And that is one of the purposes of a year-end reflection, too!

UPDATE Feb 13 2018: Carlo Giardinetti spoke at the MERIT Summit in Lisbon in January 2018 about self-organization. Watch the video here

Kathy, I wish you strength to continue with your own personal journey of sense-making, most particularly in the coming year. It is a privilege to co-write this blog with you as it brings my own reflection about how to enable organizations to become sustainable and to contribute to the common good to new heights. Thank you for that and thank you for sharing so authentically your own journey with you last blog.

Author: Katrin Muff, PhD

Active in thought leadership, consulting & applied research in sustainability & responsibility, and directing the DAS & DBA programs