Radical is Normal

Radical is Normal

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See more at our Infonomia webpage.



These days the difference between what is normal and what is radical is virtually nothing. We are prepared to expect almost anything from science and technology, and from social behaviour. Because of this, we’re going to have to be much more daring in our thinking, and this will mean we need to be constantly up to date on the latest developments in the world. Managing and communicating such accelerated development, which is often incomprehensible to the majority of people, will be one of the great challenges in the near future.


The topics covered in this seminar are: examples of radical changes that appear quite normal; how value chains are changing; what is meant by innovation; the central position of the idea of value in innovation; problem-solving as an opportunity, and the issue that problems do not generally present themselves as problems until they are resolved. We also approach the task of how to detect and map an organisation’s invisible assets, then combine them with other organisations’ assets to product results.


This seminar will show real examples of companies around the world, including some short videos. There is an accompanying digital text, Visionomics .




La distancia entre la normalidad y la radicalidad se ha reducido a prácticamente cero. Podemos esperar prácticamente cualquier cosa de la ciencia y la tecnología. Y de los comportamientos sociales. Pensar de forma más y más atrevida va a ser necesario, y para ello habrá que estar más al día sobre cómo cambia el mundo. Gestionar (y saber comunicar) una aceleración del mundo que deviene incomprensible para la mayor parte de la Humanidad es uno de los grandes retos de los próximos años.


Temas que se tratan: Ejemplos de radicalidades que nos parecen normales; qué es innovar, y la centralidad del valor en innovación; la oportunidad de resolver problemas, y el problema de que los problemas no nos parecen como tales hasta que los resolvemos; cómo detectar los “activos invisibles” de una organización, mapearlos, combinarlos con los de otra para derivar océanos azules.


En este seminario se muestran ejemplos reales de empresas en todo el mundo, algunos con breves videos. Y va acompañado de una copia digital del texto Visionomics.

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