A secret I don’t share with many people is that I have trouble reading books. When I went to law school, they made us read so many dense pages of legal reasoning I lost my love of story – until I discovered the podcast. In the comfortable confines of my car I stand witness to stories of personal accomplishment, quirks in our daily lives, and social commentary about our world. The other day one really caught my attention.
It was about Toys R Us, the biggest toy store in America. I love toys and I thought everyone else did, too. So I was surprised to learn that Toys R Us had filed for bankruptcy. Turns out, Toys R Us had invested in bricks and mortar without seriously expanding into the internet sales market. And at the same time, they kept those physical spaces disorganized, stale, and predictable. Amazon swooped in and sold toys at a record pace.
A toy and business analyst said if Toys R Us could have jumped in early and creatively into internet sales they would have avoided their decline. And if they had made their stores places of experience, fun, mystery, and discovery, they could have saved their business that way. He believed they should have created large and open areas where kids could ride around on bikes and play with other toys. He thought another miss was not thinking about how to combine physical toys with technological interactions.
As I was driving on the highway heading into traffic, I started thinking about lessons IISC or our network of clients and partners could learn from this story. Are we missing opportunities for integrating our knowledge and expertise with web-based learning and social media? Are we creating experiences in physical rooms and meetings that kick leaders and participants out of the norm and into experiences of fun, exploration, and surprise? Are we combining online and in-person strategies to more effectively and creatively share learning and ideas around collaboration, leadership, equity, and network building?
IISC is not a for-profit corporation like Toys R Us, and we have different values and approaches from them, but we can benefit from understanding that the way we do our work now and how we do our work may not be the standard for the decades to come.
IISC has started piloting some unique approaches in our workshops, in our consulting work, and through our experimentation with public engagement that use web-based learning, social media memes, and narrative. We are cooking up ways to fashion our training and consulting expertise in modular and less expensive ways so we can share it more broadly. I think that’s an early sign of us growing and stretching. We are pushing ourselves to domore experimenting and I know it’s going to help us stay relevant and live into the power of the future.
What experiments might you try out that will help you live into your future? What’s the risk of not doing so? Supporting leaders, organizations, systems, and networks to engage in social change is never out of date, but the way we as consultants and leaders approach that work might be. We may know at a gut level that something new and different is called for, but are we leaning into what’s necessary to make the leap?
Check out how Toys R Us plans to turn around: https://www.reuters.com/article/us-toysr-us-bankruptcy-brandon/toys-r-us-ceo-sees-future-with-smaller-shops-idUSKCN1BV2Y7Leave a comment