Emergent - Johnson Stephen Scott

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for inspiring me to be the best dad ever. To my parents Ian and Susie for always believing in me (especially the times when that got scary). My grandmother Jean for nurturing my optimism and reminding me that when people admire a diamond, rarely do they acknowledge the inconceivable heat and pressure that made it so brilliant. Brett, my ‘little’ brother – for always keeping me on my toes.

      To my mentors, Peter Cook and Matt Church thank you for the most profound gift of all – the playground, inspiration and sage wisdom that gave me the courage to live my truth. You’re both extraordinary examples of what it means to lead with purpose and there aren’t enough words in the lexicon to express my love and gratitude.

      To my practice manager, Gaya – you are a tonic for the soul and your empathy, intuition and entrepreneurial flair make being with and around you both a pleasure and a joy. Thank you, you’re truly one in a million.

      I am blessed to call some of the most divine humans on the planet my friends. Thank you Georgia ‘Gigi’ Murch, Ashley Howden, James and Annie Layton, Sue Eaves, Will Noble, Michael Holtham, Lisa O’Neill, Mark Truelson, James Vella Clark, Melanie Gleeson, Glenda Childs, Christina Guidotti, Steve Granger, Lachlan Scott, Uta Sy, Nikk and Yolande Hughes and Yoav Goldwein.

      Andrés Villamizar – I am the luckiest.

      Foreword

      In a world now characterised by an inextricable symbiosis with technology, never before has transparent and raw humanity been so vital to leadership, business and society.

      Organisations the world over are being challenged to retain their relevance, value and talent within a maelstrom of technology and societal change. For leaders of such organisations, the ability to give an ever-fixed mark, a beacon if you will, to their team and to their stakeholders is essential to guide them through the storm. But as a leader, how do you have the confidence that your light is guiding them away from the rocks rather than toward them?

      I’m yet to meet a successful leader who, either systemically or periodically, doesn’t suffer from a level of Imposter Syndrome (unless they suffer from complete delusions of grandeur). The need for external thoughts and wisdom can’t simply come from within their executive team or even from their board. Building out their broader eco-system and leveraging from many sources and data points is the only way to successfully assuage their isolation and allow for the non-sequiter idea that couldn’t be imagined or theorised from within the construct of the organisation. The ability to imbue innovation, bottle kismet and codify purpose in a company is the mark of success in the contemporary business landscape.

      So, how is this addressed? Transparency. Radical transparency.

      Radical transparency is at the core of 21st century leadership. And without the humility to accept, embrace and enact the vulnerability that is a pre-requisite for such transparency, leadership remains an austere façade that is a barrier to inclusivity. Inclusivity is now the hallmark of wise decision-making as it allows for the diversity of thought that provides decision-making with greater rigour. It generates a more robust process and minimises the risk of fateful, flawed navigation.

      Many leaders are also conscious of change fatigue and use this as an excuse to not take their companies into unchartered, or lesser known, waters. This is certainly worthy of due attention but its precursor state – ambiguity fatigue – is also a toxin. In the right dosage, it’s crucial in order to allow the experimentation and adoption of new ideas. Too much and everyone begins to lose direction and faith. But by bringing your stakeholders and customers into the conversation, which is only possible through a leader’s admission that they, and their teams, don’t hold all the answers, co-ownership of the solution becomes possible. This attitude of co-creation is the active ingredient in the antidote for each endemic malaise the threatened company faces – leadership isolation, groupthink and stakeholders’ ambiguity fatigue.

      Co-creation is the route to a sustainable culture of innovation. Emergent, at its simplest, is a template for the adoption and installation of co-creation.

      Having sat on boards for around 20 years, I’ve naturally become familiar with using a risk register as the core artefact of corporate governance and the maintenance of stakeholder value. But this defensive posture frequently neglects the address of growth or rebirth. The risk of doing nothing never appears on a risk register and yet it is likely to be the greatest threat of all. Perhaps we should all instead create a new artefact that has a more positive stance – maybe a reward register? We certainly need to find new ways of retaining institutional memory while obviating the recidivist nature of large companies where they consistently backslide to previous modalities and shy away from the challenge of disrupting themselves.

      Understanding where your company is at ‘now’ is pivotal to beginning the journey in this regard – Stephen’s Culture Quad-rant speaks to this and enables leaders and their teams to assess their current capability in order to plot a path to self-regeneration. In the process, shifting their perspective from one that is only risk-focused and beginning to focus on acknowledging the need for change and its potential rewards.

      And, for the sake of absolute clarity, the rewards are not merely commercial. Societal value or social capital is also ‘front of mind’ for the prescient organisation. The Catalyst Engagement System detailed in this book provides you with the lens to see to the heart of this and capture your true values. Tactics and sales are transient; purpose and meaning are evergreen. Unless you are also striving to leave a legacy of societal impact then you’re just a bank account with debits and credits. And a company with an outlook that clinical simply will not resonate with its customers over the long haul. Especially in an emerging landscape where the most valuable companies in the world are ones with the minimal tangible assets in relation to their market capitalisation. Their value is an embodiment of goodwill in the brand and their connection to stakeholders and customers.

      I’ve worked with Stephen, and counted myself fortunate to be his friend, for nearly a decade across a number of companies. His personal values and his diverse experience provide him with a vast knowledge of business and large-scale social change. This book isn’t hot-housed theory. It’s extracted from his personal fossil record in business and provides us with a unique perspective on organisational transformation, the development of corporate empathy and the need to inculcate systemic innovation.

      Emergent is for leaders seeking enlightenment and a pathway to sustainable organisational success through the awakening, and confluence, of co-created purpose, vision and value. So, read on; embrace its principles; and enact them at your earliest opportunity.

Ashley Howden CEO, KJR (and ambassador for authentic leadership)

      Introduction

      THE LEGEND OF THE PHOENIX IS a tale about a mythical, sacred firebird that is said to have a 500- to 1000-year life cycle. According to legend, at the end of its life the phoenix builds a funeral pyre, which it then ignites. Both pyre and bird burn fiercely and are reduced to ashes – from which a young phoenix emerges, reborn anew to live again. The phoenix is destined to live as long as its old self and its ability to be reborn from its own ashes implies that it is immortal.

      Our modern, technological world is in a constant state of change, reinvention and transformation. People, organisations and brands are continually challenged to adjust, modify and reinvent in order to remain relevant in the face of unceasing innovation that affects us personally and professionally on a daily basis. And this transformation can be derived from either thoughtful and meaningful consideration, or kneejerk reaction.

      We all want to be reborn from our ashes and live a purposeful, engaged life, but how are we to transform and sustain conscious innovation and emergence? Out of the shadows a new story of abundance and nurture is rising – a catalyst for lovingly serving and shaping conscious action and innovation for the sake of all mankind. It is ancient in origin, sacred and powerful. Like the rebirth and transformation of the phoenix, it is a fire that cannot be quenched.

      We all want to be reborn from our ashes and live a purposeful, engaged life, but how are we to transform and sustain conscious innovation and emergence?

      Deep, resonant, this new story ignites the spirit, purifying and burning away everything

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