What would it look like if we were able to take your company's leadership, culture, and management thinking and move that three years ahead in just ten weeks?
It sounds crazy but we've actually done it! We piloted this program with Procter and Gamble four years ago with a division of 7,000 people—and we were successfully able to make that transition. They've gotten about a billion dollars of benefit from the $400,000 sprint that they ran. A sprint that, in their opinion, would not have happened if we had not done it.
What's happening today is the metabolism of most companies is a kind of traditional business model based on slow market cycles, but now we have a forcing function with technology that is totally changing the game.
CEOs all over the world are stuck with: How do you transition this traditional business model into an exponential business model that can take advantage of new technologies? And how do you get from A to B?
Solving for the Problem at Hand
Nobody has really cracked this problem, because to do so, you have to transform your culture.
The fundamental problem you have to solve is what I call the “immune system problem” in any traditional organization—where it's architected for scarcity, for efficiency, for predictability. You want to deliver the same products and services and the same widgets in the same countries using a standardized backend capability and you're not set up to offer too much variation on that.
If you try anything disruptive, those antibodies attack and that disruption gets spit out.
I found this at Yahoo, where I was the head of innovation for two years running their incubator, and anything disruptive got rejected by the mothership—even in a company as theoretically young and as advanced as Yahoo!
I was struck with this problem.
The fundamental problem you have to solve is what I call the “immune system problem” in any traditional organization, where it's architected for scarcity, for efficiency, for predictability.
Then we piloted our approach with Procter and Gamble and we got super excited with the fact that it actually worked!
We did a second test with INTERprotección, a large Mexican insurance broker, and did the same thing with them. They’re a family-owned insurance company that’s regulated, so it’s a much, much tougher proposition.
They've reported that they've doubled the revenues and tripled their profits since we did the ExO Sprint.
We've now done this process over a dozen times with companies like TD Ameritrade, Stanley Black & Decker, HP, and Visa.
ExO Sprints & the Global Community
We've also done Sprints in multiple countries: Brazil, Mexico, Spain, the United Arab Emirates, the United States, and Asia.
We support our overall process with a community of over 500 thought leaders, consultants, and technology experts who have very deep expertise in their individual areas. They coach your teams in navigating this transition from a traditional way of thinking to a very exponential way of thinking. They support them with their expertise, and these 500 people currently come from about 50 countries.
We’re now able to offer the Sprint in multiple languages as well.
We aim to radically move your culture, leadership, and management thinking three years ahead.
Think of the opportunity cost of not doing that!
Can you afford not to move your leadership, culture, and management thinking that far ahead if you have the opportunity?
Because the cost of not doing so is huge. In today's world, where the metabolism of the outside world radically exceeds the metabolism of most companies.
Jack Welch said that the minute the metabolism of the outside world exceeds the metabolism your company...you're dead! The only question is when.
So it's imperative for companies to really take a stance.
We've now found a successful toolset to transition traditional business models into exponential business models and we've done it a number of times.
We're now making our ExO Sprint more widely available.
If this is something of interest to you—if you're interested in moving leadership, culture, and management thinking that far ahead in such a short time period—please do get in touch with us.