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Ignite House is like a rocketship, we launch products, services, experiences, models, etc. to the world.
In the last 3 years, we’ve invested over 300 million under the Ignite model for innovations, for both startups and established corporations.
We want to give a more tangible, touchable presence on the future of work, which comes in the form of a community built on practice and purpose.
The future of work is siloless: it shouldn’t matter where you work or who you work for. What binds us together is not our respective offices or systems, what binds us together are our shared missions. If we have the same mission, we can converge on the same products, solutions, and innovations together!
We want to collaborate on a project and in 100 day sprint cycles, churn out solutions or services that drive growth and impact in our market.
Our goal is to have 1,000 professionals committed to our community by the first quarter of 2021.
To reach our goal of 1,000 participants, we need to start small first: our objective for now is to attract 100 professionals by the end of the year, because their involvement is enough to increase our exposure, thus drawing in more and more people to the community.
We believe that these 3 types of audiences or spheres will constitute our first 100 participants, our early adopters:
To facilitate the insights and opportunities discussed during this potluck, we used the concept of Build-to-Learn, a series of solo workouts that are then followed by peer exchange in breakout groups. This emphasizes the importance of our community, how we can all come together and use our divergent thinking to come up with solutions and iterations.
The question we want to pose out there is, who are these people? How and where do we find them? We want to facilitate a BTL exercise to show you how we might find answers to these questions. (35:48 – 1:53:43)
Using alumni organizations as an example of one of the target stakeholders we want to include into our community, how do we attract them to our community? We have to get to know them better, on a more personal level. And yes you guessed it, we have to go deeper by asking more questions. What are some of the pains, wants, or needs of alumni in the New Normal? Are they suitable as our early adopters? How do we get them onboard?
The BTL loop for Ignite’s business case (the venn diagram about community building) consisted of solo workouts and peer exchange. This entire exercise helped me better appreciate the value of practice, practice, practice. It’s not always nailing down the answer, but rather, it’s more of applying and using BTL loops, and using feedback to iterate. Practicing these rituals could lead us to meaningful insights and ideas that are necessary for real and compassionate innovation.
Focus on your current connections, and go deeper. You will fine-tune a strategy once you’ve fully understood the characteristics of your target stakeholders.
The power of peer exchange is that we can provide different understandings of the same questions, which is beautiful because that diversifies the answers, insights, and solutions we come up with regarding a specific problem statement. The more perspectives we have, the more avenues & opportunities become available in achieving a next level breakthrough
Future of Work: churning out new products or services that are SILO-LESS.
We iterate questions not just answers. Our understanding of a question expands when we see how others understand the question as well.
In order to define a problem statement and ask the right questions, you need to know the pains, needs and wants of the stakeholders. These two targets will lead us to more concrete solutions because our interpretations of the question do not always have to be on the same page. The more perspectives we have, the greater the answer we can come up with.
When it comes to determining the key pains of organizations, it’s easy to be distracted by the individual pains of the members instead of zeroing in on the key pains of the organization as a whole. Therefore, it’s imperative to really understand the organization as a whole first before concluding its key pains.
WHAT ABOUT YOU?
As a community of practice, we learn from and with each other.
We’d love to hear your key takeaways too!