independent of large organisations or technology vendors, so we can act in New Zealand's best interests. is run and co-ordinated by simon raistrick

Our mission

Our mission is to improve NZs future-readiness by using NextGen thinking and approaches to drive the fundamental shifts required for a more productive, efficient, competitive and happier NZ.

Using NextGen thinking and approaches to uplift NZ is an awareness campaign supported by several progressive thinkers, experts and transformation practitioners who are actively driving change in NZ businesses (and elsewhere) but who also see the need for faster and larger scale progress beyond what can be achieved through normal activities and commercial channels. 

Our campaign has 10 focus areas -  ways to uplift NZ.

10 'Nextgen' focus areas to uplift New Zealand 

  1. OPENNESS TO PROBLEMS:  Let's open our ears to the challenges and blockages which stop us progressing, not just solutions and visions. Let's talk openly about what holds us back, because blind optimism isn't enough. Let's see the gaps between vision and reality, lets accept complexity and understand it. Let's create clear 'problem hypotheses' and use divergent thinking to find new solutions.

  2. DIVERSITY OF THOUGHT: Let's actively seek diversity of thought, and the open mindedness diversity and in all its forms which supports this. Let's acknowledge and spread the word about how this drives progress and innovation, and constantly challenge whether we are really benefiting from all the perspectives we could be. 

  3. DYNAMISM & PRODUCTIVITY:  Let's go Agile in our working practices but let's also go far beyond this, uplifting mindsets, interactions, decision making approaches and management styles for truly dynamic ways of doing business and progressing at speed whilst managing risk. Let's go beyond this and fix the real productivity blockers. 'Bottom up' changes to mindsets, decisions and ways of working could drive huge productivity uplift almost immediately. Let's move away from 19th century approaches to productivity which put more and more pressure on the same number employees, so they have ever less time and incentive to think. Let's also look 'top down', understand where real value lies and focus effort better. 

  4. INNOVATION:  Let's fix our innovation deficit and uplift vitality with different thinking. Let's make innovation an everyday value-creating activity, not an add-on cost, especially in our corporates. Let's rebuild mutual trust in our ecosystem and improve how our businesses engage so a healthier larger-scale innovation ecosystem can thrive.

  5. MEASURES:  Let's measure success not just against the value we extract but also the value we create. This requires completely rewired organisations. Let's use this to adapt and learn. Let's measure accurately and set clear expectations but also accept the blindness of our measurement gaps and counter these with experience and instinct.  Let's think and measure holistically and consider the compound impacts of our actions at scale for NZ. 

  6. SUPPORTING PIONEERS: Let's allow people to be human at work, to make mistakes and learn. In particular let's support the pioneers who battle slim odds, constantly risk failure and battle huge organisational resistance to drive change in NZ businesses and organisations, often at little reward. Let's shift our employment ecosystem from rewarding lack of action and 'risk aversion' to rewarding those who try and are not afraid to think differently

  7. GOVERNANCE: Let's govern in dynamic flexible ways that support and encourage modern business. Let's shift governance from shareholder value to customer value, because this is what drives success, and let's take shareholders on the journey. Let's automate and delegate the beaurocracy which dominates governance today, and rethink a large part of governance as leadership, driven by future-focussed change makers. Let's rethink governance's focus on the 'risk of action' and think more about the 'risk of no action'.  

  8. EDUCATION:  Let's uplift the society's expectations of itself, and support and motivate everyone to embrace constant dynamic change and the open-mindnedness to thrive on it and run ahead of it. Let's encourage lifetime learning and support and create different frameworks for learning and measuring ability which represents the dynamism and decentralisation of learning today.   

  9. SKILLS & EDUCATION:  Let's reframe the skills 'crisis' as a crisis in how we define and fill demand, to which there are many possible solutions. There are untapped abilities and mental resources everywhere in NZ, yet approaches to filling needs often use industrial-age approaches which expect 'pre-trained' people with exact skills and fit, prescribe narrow 'business culture' stereotypes, and use inflexible engagement. More flexible and open minded ways of filling needs, and getting the most from people could dramatically uplift business and society.  Let's also support lifelong learning and encourage adaptability  through cultural messaging and different frameworks for learning and measuring ability which represent the dynamism and decentralisation of learning today.   

  10. LEADERSHIP & CHALLENGE:  Let's move from 'command and control' towards consultative leadership built on mutual respect and trust. Let's encourage (and socially reward) innovative and open leadership which welcomes redirection from all, regardless of hierarchy. Let's value the importance of 'challenge' in driving change and create organisations which encourage and nurture it. Most importantly, let's challenge ourselves to make decisions differently when we need to. We over-rely on consensus decision making, which makes bold change difficult, slows progress, and reduces our ability to change course. Lets accept and nurture challenge to improve our ability to evolve and adapt.

(Further information on these is available for relevant individuals and groups .. please get in touch)



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The NextGen of business has arrived, and not all organisations will be winners,but let's do what we can to make sure NZ has its fair share.