Ask Why and Who

The most essential and critical tools of any leader looking to transform and shape the future of their organisation are questions. Not just any random questions — but Who? and Why? Those get followed by simply 'where' and 'when' to help shape a more complete picture. But Who and Why should always be the starting point. Transformation and innovation come from these human-centric starting points. Problem solving follows naturally after — especially when we start connecting the dots.

In this time of crisis, where our existing frameworks are being challenged on every level, the vision of our path forward is impaired and our sense of control is shattered. It is more important than ever for leaders to dare to transform — by simply asking Why and Who — and to imagine a different path forward by hearing the unheard voices, connecting the invisible dots, and imagining what seemed impossible before.

Sara Little Turnbull is a vivid example of doing just that. Her curiosity kept pushing her to ask why, to immerse herself with the who, and to connect the invisible dots. From the soft spaces where she was relegated as a woman at 3M, she tried to solve the shortage of skilled tailors and the business model problems emerging from it in the garment industry — through connected systems thinking and using the technology available to mould bras. Human-centric, interconnected business by design at its best.

She didn't stop there. Her interconnected way of thinking enabled her to see the business opportunity — and the urgent need, having lost family members — to shape medical equipment through the same moulding and non-woven fabrics. From bras to what eventually became the N95 masks that were saving lives at the very moment this was written.

Leaders should not be afraid to challenge the business models of the organisations they lead, and to challenge the status quo, because if they don't, it is a sure way to keep building non-resilient organisations. Leaders should also break down the silos of their organisations and enable connections to happen as an essential part of their business models for the future — starting now. Not waiting until the dust settles and the crisis is over. Now is the best time.

We need to move away from reinforcing linear, fragile organisations that focus predominantly on profit and future-proofing, but which collapse at the first major crisis. To me this is akin to hiding your head in the sand and hoping for the best while the waves are rushing towards you, dissolving the very ground beneath you. What we all need to do from now on is to build flexible, multidisciplinary frameworks that enable future-shaping at all levels of the organisation — not just in products and services.

We need to empower all the Saras in every organisation: to ask why and who, connect the dots and the different expertise and experiences, in order to shape a thriving, resilient, interconnected future — beyond this and every crisis.

Read Sara Little Turnbull's story through the article published by Paula Rees and Larry Eisenbach, board members of the Sara Little Turnbull Center for Design Institute: designmuseumfoundation.org/ask-why