The participants of the CIIC-off event on 16 June 2015 decided to tackle five of the submitted problem statements by working in parallel in two working groups, and sharing intermediate results along the way. The discussions in both groups delivered the following raw results, which will be documented in more detail by the owners of the submitted problem statements:
Working group A
- What opportunities are there for collaboration between companies in building understanding of how to make progress towards sustainable supply chains?
- New Zealand’s contribution to a sustainable world. Many of our exports are associated with our clean green image. Yet our clean performance data shows we’re behind much of Europe, and falling behind. The demand for energy efficient living just isn’t there, especially in transport and housing. Rather than relying on policies, how can industries change this?
Working group B
- Considering that Deming’s deadly diseases of management are alive and well, how do we need to redefine economic progress so that the core of the definition still makes sense to those who will live 200 years from now?
- How do we blend human interaction and discretion within increasingly automated business processes? On a regular basis, we hear of serious “business process” failures … failures in the process of issuing consents (Christchurch City Council) … in privacy (WINZ) … in health … in justice … too many to list … and on a regular basis.
- What priorities are required for developing Embryonic Industries/SMEs, so that their potential can be advanced and their benefits can be realised within a small economic country like New Zealand? What needs to change to meet the increasing demands in a fast changing global market?
- Red links represent dynamic tension
- Green links represent mutually supporting concepts
- Black directed links represent significant influences
- Trust and resilience go hand in hand, and trusted collaboration minimises the risk of failure when scaling up
- At the same time resilience goes hand in hand with diversity
- The ability to generate and maintain trust between different cultures is highly desirable to enhance resilience
- The macro-level culture of a society or organisation provides a baseline the for micro-level team cultures within organisations
- Individual thinking, communication, and learning styles significantly influences the development of micro-level team cultures
- Future CIIC workshops need to examine the role of value systems in more detail
- How do value systems influence the process of creating and maintaining trust?
- Which values can be said to be universal across most cultures?
- What specific values are conducive to innovation and long-term collaboration?
- The red line represents the focus of attention of corporations
- The black line represents the focus of attention of government organisations
- The green line represents the focus of attention of families and individuals – how far the green line extends into the future depends on individual value systems
- The blue area represents tension between the way in which families and individuals live their lives and the way in which corporations and governments operate
- The blue circles represent organisations
- The blue lines represent relationships and collaborations
- The dots within blue circles represent individual team members
- Red arrows represent flows of physical and digital artefacts
- The red box represents artefact structure
- Innovation happens when artefact structures change such that new use value is created
- Development of trust and domain specific expertise, and by implication Innovation is enhanced by long-term collaboration
The attached presentation also includes a few background slides on economic agents, purpose, and learning, and additional thoughts on a useful definition of economic progress. Food for further open space collaboration.