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Business change
Getting ahead of the curve in business
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How to Change Things When Change is Hard – Carnegie Commons

How to Change Things When Change is Hard – Carnegie Commons | Business change | Scoop.it

How to Change Things When Change is Hard http://t.co/mpz8NndDyc


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Pippa Davies @PippaDavies 's curator insight, March 27, 10:02 PM
Loved this book and also the principles shared. Having traveled the journey of change I know it is not easy. But very worthwhile!
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How Change Initiatives Damage Organizations and Fail

How Change Initiatives Damage Organizations and Fail | Business change | Scoop.it
Change agent blog: RT @MichaelSahota: How Change Initiatives can Damage Organizations & Ultimately Fail http://t.co/YyiqIiNNUJ #stoos #yam

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Why We're So Afraid of Change ~ What Holds Businesses Back - Forbes

Why We're So Afraid of Change ~ What Holds Businesses Back - Forbes | Business change | Scoop.it

"Embracing change requires you yourself to experience the changes you’re asking your organization to undergo."

 

Our client is now desperately hoping his division’s leaders will embrace change, maybe even a Blue Ocean Strategy. They’ve reached a dangerous tipping point that could risk the future of their business.

 

____________________

To ignite change, you need to do it yourself first.
____________________ 

 

 


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Deb Nystrom, REVELN's curator insight, April 9, 2013 11:52 AM

Any Blue Ocean change practitioners out there who wish to comment on their client experience of "do it yourself first?"  ~  Deb

John Michel's curator insight, April 10, 2013 5:04 AM

In 2009, Steve McKee published “When Growth Stalls” in which he notes that 41.2% of nearly 5,700 companies he studied stalled in the previous decade. The number of reasons why are staggering, namely: a failure to focus, no competitive point of difference, and weak brand images and identities, to name just a few.

Given this reality, we can turn to science to explain why businesses stagnate. Growing research from the neurosciences and cognitive sciences reveal that change really is difficult for humans. Resistance comes from three forces:

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The Four Kinds of Burning Platforms | Conner Partners

The Four Kinds of Burning Platforms | Conner Partners | Business change | Scoop.it
I promised to curate the next article by Daryl Conner on the four types of burning platforms stories and how they are used in org change work. Well, here it is -- and it is really good.

Any leader, business, or consultant needs to know the particulars in this article. Here is a sneak preview -- the burning platforms stories are NOT really about creating urgency for change.

I appreciate Daryl for clearing up these misconceptions about this story. And don't forget to read his first blog post about the burning platform that I curated below.

This review is written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it
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Billy R Bennett's curator insight, December 11, 2012 6:01 PM

Karen Dietz curated this article by Daryl Conner on four types of burning platforms.  A burning platform is a concept leaders use to define the reason for change.  As Daryl points out this may be based on a negative problem  based appeal or a positive, future opportunity.


Which is better?


Research on personal change has reported greater long term success with positive images.    In most serious change projects, we usually use both. 


You cannot and should not hide business challenges from employees.  


However, once they understand the challenge they will then want to hear your reasoning about why they should consider giving more of themselves to the organization.   I would make it good.


www.pyramidodi.com 

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The Importance of Undisciplined Thinking

The Importance of Undisciplined Thinking | Business change | Scoop.it

 RT @davidholzmer: The Importance of Undisciplined Thinking | The Creativity Post http://t.co/07e0MkDm...


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10 Questions to Inspire Innovation

10 Questions to Inspire Innovation | Business change | Scoop.it
10 Questions to Inspire Breakthroughs - from the #Leapfrogging Blog http://t.co/qT88ayle...

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Margaret Shepherd's comment, October 2, 2012 3:11 PM
Thanks for the ideas.
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Six "Must-Do's" when Leading Wall-to-Wall Change

Six "Must-Do's" when Leading Wall-to-Wall Change | Business change | Scoop.it

One of the most difficult things for any business to achieve, is wall-to-wall change, where the fundamental core of the business needs to be transformed to a new state, in order for the business to grow and prosper.

 

Such change, is seen as highly risky as more often than not, the change initiatives fail, and the business concerned may never fully recover. To remove the risk of failure. leaders of such change must have a sound understanding of the key "must do" items.

 

This excellent article, outlines 6 "must do's" for any leader of a wall-to-wall change initiative, and it suggests that if these 6 are followed the chances of implementing successful change are greatly increased.


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3 reasons for failure: change, participation, and risk

3 reasons for failure: change, participation, and risk | Business change | Scoop.it
Blog post at Toby Elwin : An organization builds a culture of success when it can take a strategy, identify and prioritize the most important projects within the stra[..] (RT @Nelsonb: 3 reasons for failure: change, participation, and risk

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Leading Transformation - Conversations with Leaders on Driving Change

Leading Transformation -  Conversations with Leaders on Driving Change | Business change | Scoop.it

Most chief executives, especially new ones, must fundamentally transform their enterprise at some time during their tenure. Boards are increasingly appointing CEOs with that explicit charter, and almost all CEOs recognize the need to take even successful enterprises to new levels of performance.

 

BCG recently talked with 11 chief executives who have successfully driven and sustained fundamental change. They run organizations headquartered in North America, Europe, Asia, and Australia and in fields ranging from manufacturing and finance to the Internet, con


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Vicki Kossoff @ The Learning Factor's curator insight, April 25, 2013 1:23 PM

Looking to fundamentally alter the trajectory of your company? Chief executives share their insights on how they successfully effected transformative change to turn around a global organization.

Lisa McCarthy's curator insight, May 23, 3:54 AM

Most chief executives, especially new ones, must fundamentally transform their enterprise at some time during their tenure. Boards are increasingly appointing CEOs with that explicit charter, and almost all CEOs recognize the need to take even successful enterprises to new levels of performance.

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Change From Within - New York Times

Change From Within - New York Times | Business change | Scoop.it
Change From Within
New York Times
Our era of procrastination has prompted the climate to change and our inability to regulate the nation's firearms has taken far too many innocent lives.

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Cultivating Change Through Conversation | Amanda Fenton

Cultivating Change Through Conversation | Amanda Fenton | Business change | Scoop.it
I am reminded of Margaret's quote as I prepare to join Making A Scene later this week as the Open Space Technology facilitator. In Open Space Technology you are invited to bring your questions, issues, opportunities and ...

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Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | Business change | Scoop.it

Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”

 

Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  

 

He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb

 

Excerpts:

 

_____________________________

Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

_____________________________

 

Weiner described how powerful the phrase, "Next Play" has been for the company.

 

On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.
1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.
3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.

 

7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!

 

Read the full post here.


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Deb Nystrom, REVELN's comment, September 19, 2012 8:42 PM
Thanks Lynn!
Manish Puranik's curator insight, July 9, 2013 9:25 PM

Few more lessons on Leadership...!

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The Four Kinds of Burning Platforms | Conner Partners

The Four Kinds of Burning Platforms | Conner Partners | Business change | Scoop.it

I promised to curate the next article by Daryl Conner on the four types of burning platforms stories and how they are used in org change work. Well, here it is -- and it is really good.

Any leader, business, or consultant needs to know the particulars in this article. Here is a sneak preview -- the burning platforms stories are NOT really about creating urgency for change.

I appreciate Daryl for clearing up these misconceptions about this story. And don't forget to read his first blog post about the burning platform that I curated below.

This review is written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it


Via Karen Dietz
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Billy R Bennett's curator insight, December 11, 2012 6:01 PM

Karen Dietz curated this article by Daryl Conner on four types of burning platforms.  A burning platform is a concept leaders use to define the reason for change.  As Daryl points out this may be based on a negative problem  based appeal or a positive, future opportunity.


Which is better?


Research on personal change has reported greater long term success with positive images.    In most serious change projects, we usually use both. 


You cannot and should not hide business challenges from employees.  


However, once they understand the challenge they will then want to hear your reasoning about why they should consider giving more of themselves to the organization.   I would make it good.


www.pyramidodi.com