Invite CHANGE

4 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 5 thinking – the beginning of the innovation process -- and to be a learner in a cycle of experimentation to provide the best possible solution and products. That cycle must be deliberate, focusing on discovering what optimizes a creative idea into something valuable that buyers want and increases market share and competitive position.” The inviteCHANGE methodology generates sustainable excellence as the outcome. Most enterprises want this outcome and fail to focus on why they want it from a customer experience point of view and what’s required in their daily processes to produce it. A lot of energy goes into thinking about how work gets done and all too often “throwing spaghetti at the wall” becomes too costly. A moment of truth surfaces when they can’t cost-cut their way to growth, let alone distinguish their products and services as a source of long-term value for their customers. What’s most confounding for leaders is that this phenomenon occurs invisibly until leaders change the questions they ask. For example, instead of asking “why didn’t we sell enough” or “why don’t we have more interested buyers?” or “why aren’t we keeping our best talent?” The questions must shift toward greater examination of what’s motivated all the choices that are generating unsatisfactory results. Generative curiosity asks questions about the experience of the customer and the employees who serve them, as well as beliefs and values that underpin decision making. Perhaps most valuable are questions for creating awareness that seek out the unexplained inconsistencies and contradictions, that often reveal the seed