Lateral Thinking Certificate (LTC-A) – Lesson #07 – TPF: Your Company x10

Why are the better thinkers getting the better jobs? It’s because better thinkers are creating value.

They are getting the job done without creating a fuss. They are getting on with others. They are co-operating and solving problems. They are mindful of creating opportunities. They use their brainpower to give their employer a much better return on payroll. Better thinkers are more job-friendly. Employers prefer better thinkers.

Value fountains create value

Value Fountains and Value Drains

On any given day in any given business there are value fountains and value drains. That day the value fountains created value for the shareholders. The value drains depleted shareholder value on that day. The job of the CEO is to multiply the number of value fountains by ten. That’s why CEOs offer better jobs to better thinkers.

Value drains deplete value

In the last lesson you considered Your Job and it’s three possible futures. In this lesson consider a TPF for Your Company. Tomorrow we’ll do a TPF for Your Industry.

NOTE: If you are a student or not employed you can adapt the thinking to your own situation.

What if … ?

Remember, this is just thinking, not policy! These are ideas (what ifs) they’re not yet decisions. You are speculating about possible futures not yet planning. For example, you may have an x10 idea that could lead to revenue possibilities or to cost-savings. Try to give rough estimates of potential numbers #, dollars $, and percentages % that may result from your x10 idea. Your possible futures might be inside the box or outside the box. Your time frame might be 2020, 2021 or 2025. You don’t have to prove anything, just think laterally and have fun!

DFQ #07: What three possible futures are there for your company? What if …

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53 thoughts on “Lateral Thinking Certificate (LTC-A) – Lesson #07 – TPF: Your Company x10

  1. 1. More effective and optimised workflow for chemical analysis.
    2. Faster, more precise and accurate statistical analysis models.
    3. Keeping your workforce flexible by allowing them to train in different areas just in case of any contingents.

  2. 1. Keep the systems the same; learn to be better at workarounds
    2. Improve the systems to fix key problems; roll out the new systems; help people save time via training and manuals; communicate workarounds more effectively
    3. Focus on an improvement agenda; fund it well; survey broadly; get ‘expert’ advice from the users on efforts so far and to set next priorities; solve real problems that impede productivity

    The administrative context of our jobs has a big impact on our energy and time to do our ‘real’ work. Not convinced? Think the procurement process!

  3. 1. Build on diversified collaboration skills and tools used and developed during WFH. Using this for increased working flexibility and broader networks.
    2. Continue to have online versions of all seminars offered so that it is more available to those interested but limited by location or time. Encouraging workers to engage interest in a variety of work that goes on within AVR.
    3. Continue to push for greater representation in gender and cultural diversity = more CVS to find BVS

  4. 1) 10x increase in the development of tools and services that are sought after world wide. Having notoriety for scientific breakthroughs that puts a world spotlight for Agricultural sciences on us.
    2) Expand our scope from just Australian focused research to research that has global impact especially in countries that otherwise would not have access to such research.
    3) Effectively collaborate to create a research model that enables cohesive cooperation between educational institutions, government and industry. Where problems, solutions, policy and trade are seamlessly connected to give a bigger picture that enables the people, institutions and economy thrive.

  5. 1. Secondment or observer opportunities to allow staff to gain experience
    2. Greater collaboration between groups to improve morale and prevent silos
    3. Allow projects to be developed by a range of scientists who have practical knowledge

  6. 1. Actively encourage staff to step outside their comfort zone to increase exposure to different ideas (not just technological but methodological) – attend conferences not in their area of speciality, take secondments in industry or academic labs.
    2. Employee excess staff to projects to allow time to develop new ideas, read widely etc – the 10% blue sky research thinking time
    3. Embrace flexibility, increase diversity (gender identity, race, age, culture, socioeconomic background)

  7. What if…

    1. We were able to be more flexible about collaboration with other areas of the branch, department and external organisations. More flexible about project development and funding models to enable us to deliver what the industry really needs.
    2. Secondments (internal and external) were encouraged to develop skills, networks, thinking.
    3. We take the learnings of WFH and flexible work arrangements developed through COVID to enable us to work better collaboratively, allow more flexibility for individuals and attract different capability.

  8. 1. Streamlining processes and approvals to free up time for publications and science.
    2. Greater collaboration between groups to broaden staff horizons and improve idea development
    3. Improved communication of research projects and outcomes to not only industry, but communities, the public and other industries to show importance of the investments in food production.

  9. 1) Require all projects to have data and biophysical scientists on the team and each team needs not only a science plan but a data management plan.
    2) Require at least 1/2 day per week of reading, writing or thinking (not connected to email or phone).
    3) Mini-secondments to other research groups within AVR (a few days to a week) once per year to learn what they do.

  10. What if we:
    1. Push hard to continue to increase gender and cultural diversity within Agriculture Victoria, to take advantage of different ideas and thought processes.
    2. encourage flexible working arrangements to allow people to work more efficiently.
    3. Work to make better connections with the agricultural departments of other states. This will allow us to work more effectively as a cohesive unit to benefit Australian agriculture.

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