The Great Reset series focuses on how to process and lead in the COVID era, and what that means for the future of our businesses – both professionally and personally. While it might seem like the past few weeks of black swan events is reason enough to fear the future, we also can view The Great Reset as a once-in-a-century opportunity to cause severe, lasting shifts that outlive even the roughest of markets, the most heated of party politics, and the deadliest of health crises. These circumstances are new and grueling, but they give rise to solutions for crucial and challenging problems. They demand a complete reexamination of a leadership mindset, the systems that lead the organization to the future, and the mission and values of the company. But how? The first step is a commitment to lead with a disruptor mindset. There are certain non-negotiable traits of a disruptor mindset, and if you and your leadership team do not possess them, the opportunity for transformation will be lost. Read more here: The Great Reset: https://www.linkedin.com/pulse/great-reset-david-kidder/ The New Now, The New Future: https://www.linkedin.com/pulse/new-now-future-david-kidder/

1. THE
GREAT RESET
David Kidder, CEO + Co-founder
www.onbionic.com @onbionic @bionic10x
A SERIES

2. THE GREAT RESET requires a
commitment to lead with
a disruptor mindset.
There are certain non-negotiable traits of a disruptor
mindset, and if you and your leadership team do not
possess them, the opportunity for transformation
will be lost.

3. Seek
new
commercial
truths

4. A disruptor seeks new commercial
truths and sets down expired truths.
The disruptive leader drives and
demands the re-discovery of the
commercial truths about the market
they are in today and the solutions to
the rapidly changing problems and
needs of its market and customer.

5. They know that any decision—however
small—must be made anchored on
market truths, and they retire all data
that speaks to old truths. The person
who’s being disrupted clings to old
narratives, old control and normalcy
biases, team members, data, and
strategies—the disruptor values
unlearning as much as new learning.

6. Embraceoutside forces

7. A disruptor accepts and understands
that customer behaviors and needs
change rapidly. Outside forces create
the future, the disruptor embraces them
to unlock opportunities.

8. Twenty years ago, healthy fats
were still the enemy. Ten years ago,
getting into cars with strangers was
scary. Two months ago, most of
us weren’t stockpiling toilet paper.
Someone who’s being disrupted
fears these changes. A disruptor
is driven to learn about them and
make products and services to
solve these new customer needs.

9. Develop a large
growth
portfolio

10. A disruptor develops a large
growth portfolio in clearly defined
opportunity areas that have a high
level of productive failure (around
70-80% across all funding stages).
A disruptor does so because they
know that it takes an average of
twenty small bets to capture an
unbounded return, and because a
well-invested portfolio is the best
way to get real-time learnings from
a rapidly changing market.

11. Commit to
learningfast

12. A disruptor commits to growth
systems and talent that enable
adaptability and speed. They
know that the currency of
disruption is learning velocity, and
that “whoever learns the fastest
wins” (Eric Ries).

13. Leaders who are being disrupted
double down on control, hierarchy,
and bureaucracy because it is what
they know, and it feels safer. But now, in
continually shifting markets, adaptability
and speed define who thrives.

14. Adopt a
growth
mindset

15. A disruptor embraces a growth
mindset. Transformation is an
expedition, and it requires the
active, energized participation
of everyone in the organization.
Meanwhile, the individual who’s
being disrupted grips tightly
to the beliefs, evidence, and
metrics of the past, expecting the
mindsets in which they and their
predecessors were trained on to
get them through the company’s
next decade.

16. Disruptor leaders shift focus from
a Total Addressable Markets (TAM)
view of the world, where past
budgets and behaviors existed pre-
disruption, to a Total Addressable
(Customer) Problem view of the
world, where new needs, behaviors
and budget exists post-disruption.

17. Disruptive leadership no longer
makes products “for” customers;
they solve the problem “with” the
customer. They are outside in
(Discovery), not inside out (R+D).
Customer behaviors don’t lie (the ‘do
vs. say’ test), they lead us to validated
solutions and into new growth.