"The ability to perceive or think
differently is more important than the knowledge gained"

David Bohm
In the beginning...
...was an uncertain, interconnected and complex mess
One of my main motivations to start Noctis was to create a space where creative and analytical thinking combine to deliver holistic and useful solutions that are stakeholder-centred, evidence-based and grounded in reality. I believe that these two modes of thinking, when combined with interdisciplinary skill-sets, can help organisations achieve their potential; unlocking value and driving sustainable growth, efficiently and effectively. At the same time, I believe these approaches and skill-sets should be accessible and affordable to both SMEs and nonprofits.

If there is one thing my research into quantum chemistry has taught me it is this — reality is messy, uncertain, interconnected and complex. Simplifying and reducing observations can be useful to help us understand a situation or system but we cannot assume that these insights are facts or fundamental truths as they often emerge as approximations of deeper underlying processes. By fighting against our natural urge to simplify we can gain useful insight into the nature and characteristics of our complex world. We must challenge ourselves to look beyond the superficiality of our senses and take time to understand the underlying processes that drive our observations.

I have found it useful taking this approach into commercial environments, analysing how a client fits into a global system and understanding interconnected stakeholder relationships and processes as a foundation to drive creative problem-solving and sustainable business models. Commercial contexts are often defined in terms of individual characteristics e.g. competitors, customers, regulations etc. However, as you peel away the layers of each characteristic you realise commonalities emerge; themes, trends and the relationships connecting them. Considering these elements as a part of a wider whole enables you to understand how these characteristics emerge to facilitate a more robust analysis of the system in which an organisation operates.

Extending this approach, we can analyse global issues through the lens of a system comprised of interacting groups characterised by their needs, wants, goals and aspirations. Taking the time to understand stakeholder systems in terms of competing or complementary characteristics can help shift our perspectives towards solutions that encourage positive change towards global integration, rather than fragmentation.

It's important to spend time considering complex issues and supporting the co-creation of solutions across stakeholder groups to build consensus, identify common goals and develop solutions that work for everyone. But these solutions don't come easy and we are not in the business for quick-wins. Long-term sustainable change butts against short-term business and political cycles. However, those that inspire creativity, accept uncertainty and embrace complexity can develop solutions that satisfy both short-term needs and long-term strategic goals, enabling organisations to flourish in the most challenging situations.

These early articles aim to open a dialogue with our community, encouraging people to accept uncertainty and embrace complexity whilst bringing new modes of thinking into their organisations and institutions to fuel creativity and sustainability in a time when we need it most.

The UK's relationship with the global system is changing and with that change brings uncertainty as the country seeks to find a new equilibrium within complex global structures. UK organisations must be ready for this challenge, showing resilience whilst adapting to change in a way that brings shared prosperity across the country. At the very heart of this is a need to liberate creative potential in a way that translates into shared economic opportunities, moving away from the inertia of the status quo and looking forward with flair, energy and commitment to achieve a greater future for us all.
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