A Contrarian World

WELCOME to the non-management consulting work

A Contrarian World

Strategy • Play • Sustainability •Impact

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"It will always make people laugh... at first"

"We all love playing games, whether we admit it or not. Playing makes our lives more bearable, our existence more meaningful, our routine more creative; it is a compass to escape boredom, a survival mechanism to ironically stay alive."

* * * 

Playing help us to envision possibilities, to strategize pleasure and test -but not-for-real- scenarios that are not in our current reality. Whether it's playing monopoly, solving puzzles or role-playing a werewolf, playing is a sequenced experience with a set of rules and outcomes triggered by expectations.

 

You are not just a mailbox...
get (human) help

What if the lack of team's alignment was your fault? In fact, you're not even sure how "alignment" looks like.

What if you secretly believed than answering an email was it, to get the job done? In the end, you're the boss. How comes it is not enough? 

Well, maybe there are too many chiefs and not enough indians?

TLTR: sounds like you need an undercover Sherpa (aka Chief of Staff, Chief Happiness Officer, Executive Assistant)

 

Be unreasonable...
making bored meetings great again

The seriousness of your (bored?) meetings is only the mirror of your own lack of faith in your organization.

Ouch.

And it is killing you. Right now. And you don't even notice. 

You've tried it all by being "reasonable": data, incentives, business guru wisdom, self-deprecating humor, project management (?!), kumbaya rituals and so on.

Why not trying something else? Not reasonable. At all. 

TLTR: so let's make team bonding great again!

Everything started as a joke...
... and as somebody's (else) dream

Transformation is hard, we get it.

And owning somebody's else mess, hoping transformation, is even harder.

Retake ownership and legitimacy by exploring experiential activities inside-out for a smooth transition. Don't be overwhelmed anymore by the Big Picture. Transform one meeting at a time.

TLTR: sounds like you may need transition programs: knowledge transfer, job shadowing, rotation... to increase Customer Satisfaction and have a rocket Net Promoter Score!
 
This is not about what you do or how you do it. This is secretly about who you want to become. Your organization is not what you see but what you’ve projected. It is not what you felt, but what you’ve decided. It is not what you experienced, but how people remembered it. It is not what you forged but what you’ve allowed. And more importantly, it is not who’s appeared but who you’ve summoned.
~ said The Universe (maybe)

Life cycle, stakeholder experience & fun (corp.) Governance

When trying to innovate or turn a potential product or service into reality, organizations need to envision possible business models. And often, we look at what we already know by employing Subject Matter Experts in our comfort zone: in our current industry, in our market segment, in our niche. But you can't truly innovate by looking into your own lenses. 

Yet, there are tone of business models workshops out there. And none of them are dealing with Life Cycle Analysis by borrowing business models from radically different industries. 

What does a digital engine have in common with an aircraft engine? How about the mining industry and the world of cryptocurrency? etc. Market segments are surprisingly similar and do co-influence each other. When innovating, you want to look into other lenses to expand business models or increase collaboration. 

Our game-changer method?

We will guide you, through the power of games and diversion to apply (i) life cycle thinking, (ii) stakeholder experience and (iii) fun governance. 

Trust us: you'll get more done playing than working!

www.visualcv.com/annasellemportfolio

 

Impactful Conversations are mini-stories...

 ... that will trigger actions. In 90 days

In most of our relationships, we are avoiding what makes a connection valuable. We avoid meaningful conversations for all some sort of reasons:

  • We do it by fear of being vulnerable.
  • We do it to keep status quo and stability in ours lives.
  • We do it to manage efficiently drama, politics and gossip.
  • We do it for personal agenda (keeping a job? Looking good? Selling?)

We present ourselves to others as diligent robots with restricted vocabulary, preventing us to express nuance and ambivalence in our own desires. We may believe it is helping us, but in reality, those patterns are holding us back.

We lack credibility and integrity every time we agitate our arms in the air. And it smells fake news.

But when we speak the truth when necessary and agitate our arms when it's safe to do so, we build trust, legitimacy and reassurance.  

It is never too late to strengthen our relationships and stop perceiving our time and energy as limited commodity.

Jump. Now. 

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Make b0red meetings Great Again!

Rethinking your workforce is possible through incentives that are not necessarily related to compensation. How about implementing (in less than 4 weeks):

  • a weekly Tuesday lunch case study, that allow knowledge sharing/transfer?

  • empowering a women circle that promotes women leadership?

  • a job shadowing program to promote team transfer during re-organization?

  • Corporate Social Responsible activity to help employee find meaning through work?

  • diversity discussions to increase employee engagement? etc.

These "activities" can be done to make Employee Feel Good at work while delivering outcomes. Why choosing between Team Bonding and Training? Offsite retreat and Project Management? Task force and due-diligence? ... when you can have the best of both worlds?

* * *

Project management softwares and endless problem-solving methodologies (RACI matrix, scrum etc.) often fail because of the "human factor". There aren't enough to trigger tactical actions in order to get effective outcomes. They fail because they do not address communication and cohesion challenges between the teams:

  • they focus on "how" and forget the "why";

  • they treat delivery as "a process of steps" as opposed to "tell a "story";

  • they "gather insights and variables", as opposed to "build a narrative".

In media, a "spoiler" details the conclusion, climax or ending of a story, without respecting the sequences of events or plots of the narrative. This, inevitably undermines enjoyment, since enjoyment is based upon the suspense and narrative that consumers would have experienced otherwise. Spoiler Syndrome hits motivation and team work in any organization. 

Similarly, transparency in KPIs and metrics, can sometimes undermine the outcomes (eg cost per hire, offer acceptance rate, diversity ratio, net promoter score). By implementing variable reward conditioning (found in lottery or gambling), you can "gamify" your organization and unlock intrinsic motivation.

More is less. 

More incentives is less entitlements. 

 

 

Looking good (fool) is a full-time job

Ridiculousness doesn't kill. And what doesn't kill you make you stronger. Therefore, ridiculousness makes you stronger.  

What is your payoff matrix?

What paradigm-shift only you can bring to this world?

What mixed feelings, ambivalence, paradox or contradictory positions you hold? 

What if you were not afraid?

Be personable. Finally. 

 

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a story of day-to-day dilemma...

Ethics & Game Theory (aka Prisoner's dilemma)

Two members of a criminal gang are arrested and imprisoned. Each prisoner is in solitary confinement with no means of communicating with the other. The prosecutors lack sufficient evidence to convict the pair on the principal charge. They hope to get both sentenced to a year in prison on a lesser charge.

Simultaneously, the prosecutors offer each prisoner a bargain. Each prisoner is given the opportunity either to: betray the other by testifying that the other committed the crime, or to cooperate with the other by remaining silent. The offer is:

  • If A and B each betray the other, each of them serves 2 years in prison
  • If A betrays B but B remains silent, A will be set free and B will serve 3 years in prison (and vice versa)
  • If A and B both remain silent, both of them will only serve 1 year in prison (on the lesser charge)

The prisoner setting may seem contrived, but there are in fact many examples in human interaction that have the same payoff matrix...