The Compression Institute has a web page, and it is dedicated to making ideas related to Compression viable in real organizations, including commercial ones. So it will address issues as seen by CEOs. Here are some typical CEO questions:
1. Do Compression and Compression Thinking add insight into the confusion, chaos, complexity, and uncertainty of the 21st century? Can I see evidence of Compression affecting my organization?
2. Does the arbitrary Operational Global Objective provide a basis to develop working targets for my organization? If so, how?
3. Are these challenges and issues the New Normal for my business? For my industry?
4. If this is the New Normal, how does it affect my markets, my current business model, and my competitiveness?
5. What are the risks if I try to implement Compression Thinking principles and practices in my organization? a) Can my company survive if I don't take action? and b) How can it survive if I do take action?
6. How will my leadership practices have to change if my company is to transform using Compression Thinking?
7. Where to start? Which Compression challenges should my organization address immediately? How can I identify them in as many ways as possible?
8. How can I guide, encourage, and facilitate pursuit of my new vision by others inside and outside my organization?
9. How can I identify the key leaders in my organization that will support a transformation to Compression Thinking? Can I identify those who won't?
10. How can I develop Vigorous Learning (teams) within my organization? What guidance will they need? What resources? How long will this take?
11. How will Vigorous Learning (team) performance be measured?
12. How and where can I develop my personal skills in Compression Thinking and decision making? Who do I need to talk to? Advisors? Peers?
13. How can I introduce holistic systems thinking into my organization?
You can comment on any of these on the Compression Institute page, or go to the main Compression page.