A lot of collaboration in large enterprises is due to ambiguity, and for good reasons. The acceptance of ambiguity, and exploration of it, leads to new knowledge and more clarity. The new knowledge helps us move in relevant directions. Software and digital infrastructure can't be implemented until there is enough knowledge about at least the direction of the implementation journey. In my line of work as consultant and digital advisor, there is often a need to get more clarity around business ideas to enable progress. Workshops can be helpful in that search for direction.
A peak performance foundation gets built by leaders that care more for people than for them to become a means to an end. These leaders bring love into the enterprise, understand that integrity and values are key, and that a strong shared purpose attracts the best talent. To make individuals contribute, leaders have to enable them to work in their own ways and empower them to make the decisions affecting their areas, in order to bring innovation and teamwork to the workplace. In short, the peak performance foundation is built through an empowering leadership.
The world becomes more turbulent, faster than companies become more resilient. The ability to innovate across the company and build digital DNA is key to continue to deliver relevant customer value. To stay relevant rests with the ability for companies to harness the untapped capacity for innovation and outsize contribution: to unlock human potential.