Business change
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Structure Your Presentation Like a Story

Structure Your Presentation Like a Story | Business change | Scoop.it
To win people over, create tension between the status quo and a better way.

Via Dick Cheuk
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Business change
Getting ahead of the curve in business
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Organize for Complexity - Keynote by Niels Pflaeging at Agile Telekom Convention 2015 (Bonn/D)

Keynote by Niels on how to Organize for Complexity at Deutsche Telekom in Bonn, Germany.
David Hain's insight:

Uncommon sense on reframing the organisation for transformation, by Nils Pflaeging!

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The question you ask is the drop that starts the ripple of new ideas | EY Better Working World

The question you ask is the drop that starts the ripple of new ideas | EY Better Working World | Business change | Scoop.it
A question like “Is there a better way?” is all it takes to start a ripple of action, innovation and fresh thinking that can change the world
David Hain's insight:

How is a good question like the beat of a butterfly's wing? Answer in this video...

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Creating a continuous learning environment 

Creating a continuous learning environment  | Business change | Scoop.it
“ In this issue of CFO Insights, we look at what is behind the push for continuous learning and offer suggestions for how finance chiefs can work with HR to advocate for its delivery.”
Via Marc Wachtfogel, PhD, Roger Francis
David Hain's insight:
Learn faster, change faster, max your competitive advantage!
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Everyone is born creative, but it is educated out of us at school

Everyone is born creative, but it is educated out of us at school | Business change | Scoop.it
Young children fizz with ideas. But the moment they go to school, they begin to lose the freedom to explore, take risks and experiment.

We spend our childhoods being taught the artificial skill of passing exams. We learn to give teachers what they expect. By the time we get into industry, we have been conditioned to conform. We spend our days in meetings and talk about “thinking outside the box”. But rarely do we step outside it.

The sad truth is that schools were never designed to produce creativity. Not many people are aware of it, but the education systems in the US and many other countries are based on the 19th-century Prussian model. Children were taught to obey, not to challenge or think creatively. That’s why you stand to attention when the teacher walks into the class. It’s why from the US to China, children wear uniforms.
David Hain's insight:

Giving people the confidence to be creative is huge - but we need to help them unlearn how they were taught!

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6 Ways HR Leaders Can Help Humanize The Organization

6 Ways HR Leaders Can Help Humanize The Organization | Business change | Scoop.it
Sadly, not unlike like legal departments, human resources departments have spent the last several years repositioning themselves in the eyes of management. HR has had to prove its worth to the C-suite, by demonstrating its ability to think like innovators, solve complex problems, and at the same time, retain keen focus on people and what they require.

With a growing global movement to support mindfulness, well-being, and wellness in the workplace, today’s HR leaders are optimally positioned to demonstrate the value and business benefits of humanizing the organization.

People resources — human resources — deserve executive attention, support, and appreciation.
David Hain's insight:

Being human is a 21C holy grail for organisations. Are your HR people leading the way?

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10 Principles of Leading Change Management

10 Principles of Leading Change Management | Business change | Scoop.it
Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. They’ve also had to get much better on their follow-through.

Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.
David Hain's insight:

This is a pretty good list  of principles for people interested in sustainable transformation!

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 Why Real Mistakes Lead to Bigger Innovations

 Why Real Mistakes Lead to Bigger Innovations | Business change | Scoop.it
Executive decision-making often makes or breaks innovation success. Most organizations are capable of generating ideas, but struggle with the process of choosing when, where, and how to commit dedicated resources to explore or develop promising ideas.

In most cases, this struggle can be traced to an internal tension between innovation efforts and operational priorities. Most innovation practitioners adhere to the “fail fast, fail often” mantra, with a bias toward quick experimentation and action. In contrast, most senior managers must follow a more rigid, risk-averse decision-making rubric. How an organization reconciles these two viewpoints determines whether innovations thrive or evaporate.

Exploring Risk and Reward

Just as in medicine, science, and statistics, innovation decisions are prone to two fundamental errors.[1] In the classic example of a false negative is a doctor decides a patient is healthy when in fact life-saving treatment is needed. In this case, it’s better to take action, just in case. The classic false positive is quite different – a judge condemns an innocent person to death by execution. In this case, it’s better to refrain from taking immediate action, just in case.


Real-world business decisions can easily produce either error type. For corporate innovation, it’s critical to understand which type of error is preferable in real-world situations – launching an innovation that ends up failing (false positive), or not funding one that could be successful (false negative)?

Via Don Dea
David Hain's insight:

Risk, reward, failure, learning, transformation. Spot the link?

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What is currently happening with LinkedIn, AirBnB, Uber.. will happen to the FMCG industry

What is currently happening with LinkedIn, AirBnB, Uber.. will happen to the FMCG industry | Business change | Scoop.it
What is currently happening with LinkedIn, AirBnB, Uber.. will happen to the FMCG industry ... We can build a brand for nothing on YOUTUBE, we can short-cut retailers with (initial) small investment through setting-up a web-shop and a warehouse in a cheap suburb, we can source high quality products from a myriad of private labels suppliers that have excess capacity - Barriers to entry are falling and this is just a beginning - below a viral video from Dollar Shave Club that kick started one the biggest business change in the FMCG recent history
David Hain's insight:

Disruption is already everywhere. Here's an example of how it's coming to an industry near you...

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5 Ways to Become a Master Storyteller

5 Ways to Become a Master Storyteller | Business change | Scoop.it
A great brand is a story well–told. Whether you're a high school student, intern, CEO, entrepreneur or job-seeker, you need a good brand, especially in this climate. And to develop a good brand, you have to be a great storyteller.

Here are five tips to make sure your brand (and your business) become a best-seller.
David Hain's insight:

Good storytellers are sense makers. Sense making is a critical component of change. How good is your story?

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Ian Berry's curator insight, May 27, 8:22 PM
Like David Hains insight that storytellers are sensemakers
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20 Global Startups That Are Changing The World

20 Global Startups That Are Changing The World | Business change | Scoop.it
There are plenty of reasons why businesses give back or have a social enterprise business model. A common thread, though, is that the company founder has a personal connection with the cause in question.
Whether they saw a need, were touched by a situation or angered by the unfairness of it all, these people acted to create a solution. More often than not, their companies solve more than one problem, and really do change the world.
Read on to see how 20 businesses across the globe are saving lives and making those lives better every day. You’ll be inspired.
David Hain's insight:

Some great stories of social enterprise on a mission to change their world!

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10 Principles of Change Management

10 Principles of Change Management | Business change | Scoop.it
Long-term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee.

Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.

No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.
David Hain's insight:

People matters - the kernel of successful change principles. Some sound principles here.

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The new rules of strategic relational engagement - Thap

The new rules of strategic relational engagement - Thap | Business change | Scoop.it
Successful businesses have moved from a transactional foundation (where enterprises serve their own benefit) to a relational foundation (which acknowledges that interdependence among a diversity of parties is essential for sustainable success).  Dramatic new technological communications, evolving national and international business models, political upheaval, economic instability, environmental impact, and the emergence of the BRIC-and-beyond nations, now demand improved engagement between business leaders and their myriad stakeholders.
 
A broad spectrum of stakeholders has a direct impact on your core business.  That’s why I call my technique “Strategic Relational Engagement” (SRE) because incorporating meaningful relationships into your business can transform stakeholder fear and/or animosity into understanding, productivity and strategic impact.  In a shareholder environment in which annual growth is expected (achievable or not), all-out strategic relational engagement of stakeholders is the only path to satisfaction of shareholders and stakeholders.
 
Business leaders’ assumptions (often prejudices) about the capacity and validity of stakeholders – inside or outside the company – weaken the leaders’ ability to make wise decisions.  When they rise above such bias and engage all stakeholders, they strengthen their decision-making and status.  Economic Science Nobel Laureate, Michael Spence, emphasizes inclusiveness as key to sustainable growth – and SRE is a critical for achieving inclusiveness.
David Hain's insight:

Good case study on how to build relationships for change, from @Nadine Hack, who has spent a lifetime doing so!

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5 steps to avoid failure with technology implementations

Whenever people talk about business transformation, they talk about people, process and technology in that order—and there’s a lot to talk about, as technology creates business opportunities that continue to redefine healthcare. From sophisticated predictive analytics models to the simpler products and consumer-driven choices that provide information, technology tools are at the heart of the healthcare revolution.

So why do so many of these transformational projects face a challenging implementation, with planning difficulties and expensive disappointments that defy the best scheduling and budget intentions? The emphasis on investing in “tech for success” may be misplaced, and failing to make the investment in people is the root cause of why so many technology-enabled healthcare transformations fail.
David Hain's insight:

Business Transformation? Forget the tech, focus on the humans!

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How to Upgrade the Industrial Organization to the Age of Ideas? 

How to Upgrade the Industrial Organization to the Age of Ideas?  | Business change | Scoop.it
Do you suffer from corporate obedience? Are you wealthier but not healthier and happier than your parents? Does your employer demand your “all” without guaranteeing a continuity of employment in return? Are you stressed, anxious, disengaged or frustrated?
Fair chance that you are trapped in an old-style steam-engine organization, custom-built to suppress collaborating, problem-solving, innovating and socializing. Perfect for repetitive tasks, standardization, and efficiency. Disastrous for inspiration, purpose, trust, innovation and making a difference to the greater good. So, what can you do to upgrade your industrial organization?

Mark Powell and Jonathan Gifford wrote the book “My Steam Engine is Broken – taking the organization from the industrial era to the age of ideas.” It aligns with Gary Hamel’s work and Frederic Laloux’s Reinventing Organizations. More and more people are waking up to the poignant fact that our workplaces are so old-fashioned that they don’t serve their purpose anymore. Modern organizations need to be innovative and agile, but many are not.

But where do you start to change? The organization as a whole is a daunting job to change. Powell and Gifford propose to transform the steam engine bit by bit by tackling the ten paradoxes that steam-engine organizations do that actively prevent them from achieving their goals while they think they do a good job.
David Hain's insight:

10 challenges to transform into an ideas organisation successfully!

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Mike McGrail's curator insight, June 17, 8:43 AM
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William Smith's curator insight, June 18, 12:47 PM
I am reminded of reading about Skunkworks and how that strategy successfully brought innovation to the larger organization. It takes fearless leadership to bring this "upgrade" about.
Ian Berry's curator insight, June 18, 6:15 PM
I resonate with a lot in this article particularly “When I have permission to be a human being as a leader, I don’t have to be perfect which means I don’t have to wear this front, which means I can connect with people more deeply. A lot of (my work) is shedding the armor.” The strong hero leader is dead. Long live the emergent, role-sharing leader."
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Why we need change management

How change actually happens and why we need change management. From Tim Creasey's presentation at the Value Selling & Realization Summit, Feb 29, 2016. @timcreasey www.linkedin.com/in/timcreasey
David Hain's insight:

Excellent 3 min presentation about how change really happens and why all transformation efforts need to be concerned about it!

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Elasticity: Moving But Rooted

Elasticity: Moving But Rooted | Business change | Scoop.it
Elasticity is a safe behaviour: it gives the appearance of being engaged without having to actually engage. It’s the space for ambiguity that allows us to see which way the wind is truly blowing. Constrained organisations will exhibit elasticity at every level: not because people are disengaged, but because they are not fully engaged. They are in a middle space where they are engaged, but not owning. Present, but not invested.

The Dynamic Change framework describes a route to transformation: an early hurdle that it has to overcome is elasticity.
David Hain's insight:

Without huge, sustained effort, the natural resting point for change efforts is where they started. Beware elasticity!

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Stop Saying Big Companies Can’t Innovate

Stop Saying Big Companies Can’t Innovate | Business change | Scoop.it
Some business pundits today believe innovation ignites better in startups than in large, established corporations. They believe big companies are weighed down by their own success, too invested in the past to create and execute new ideas. They say, “You can’t teach an old dog new tricks.” I disagree.

In fact, a lot of big companies have proven they are better positioned than emergent firms to create and execute innovation, however on-fire a startup may be. Consider, for example, Hasbro’s evolution from a product company in the 1990s into the brand experience powerhouse it is today by leveraging its core brands (for example, spreading Transformers across multiple platforms including toys, movies, theme park rides, television shows, digital gaming systems, and comic books; the venerable New York Times, published since September 18, 1851, reinvented itself in the digital age as New York Times digital; General Motors, in partnership with Lyft, plans to test a fleet of self-driving Chevrolet Bolt electric taxis on public roads to lead the transformation of the auto industry; and at barely two decades old, Google is a comparative youngster but has leaped from the web to the street with tangible new products, such as its self-driving car and betting on new technologies such as artificial intelligence and robotics.
David Hain's insight:

Som big companies are worth learning from rather than complaining about!

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Know Your Company’s Digital Transformation Coordinates

Know Your Company’s Digital Transformation Coordinates | Business change | Scoop.it
Although it is not a new topic, no common definitions exist for digital transformation. This fuzziness is often a first barrier for success. The Center for Digital Leadership has analyzed several transformation programs. A key factor is that a shared understanding is critical for digital transformation success. To lay a foundation, we define digital transformation as “organizational change by applying new digital technologies to enable innovation (offering as well as process innovation) and next-generation business models to gain or regain competitive edge.”

One of the worst things a company can do is start its digital transformation journey without truly understanding their current coordinates or transformational state within the process. How can you get to where you are going if you don’t know where you are? That is why we need to understand our status quo first.
David Hain's insight:

How good is your digital transformation map reading? All successful journeys have a beginning as well as an end point destination...

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Why the Best Leaders Are Social Media Savvy

Why the Best Leaders Are Social Media Savvy | Business change | Scoop.it
The C-suite is more effective and trustworthy when engaged on Twitter, Facebook and Instagram, according to new research. These tools can help you overcome a reputation crisis.

Via Dr. Susan Bainbridge
David Hain's insight:

SoMe leaders get it! How about you?

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David Hain's curator insight, June 8, 2:41 AM

Why SoMe leaders have a leg up on others?

donhornsby's curator insight, June 8, 10:42 AM
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Transformation And Change - What's the Difference?

Transformation And Change - What's the Difference? | Business change | Scoop.it
Tanmay Vora with this powerful infographic clearly articulates the difference between change and transformation. Over the past few years, “transformation” has become the new buzzword replacing good, old, ordinary “change.” People use the two terms interchangeably, but are they the same?
David Hain's insight:

Useful distinction between transformation and change - and why that might be important!

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Bunny-Hop Transformation: Four ways to avoid it

Bunny-Hop Transformation: Four ways to avoid it | Business change | Scoop.it
The word transformation means different things to different people. It can mean 'making something new from something old' or 'taking on a new form'. When it comes to organisations, I've noticed there are times when transformation adopts a euphemistic quality. For instance, leaders might say ‘We're embarking on a business transformation’ but what they really mean is ‘Dang! We didn’t see that change coming. We’d better move fast or we'll be in trouble’.

I call these Bunny-Hop Transformations. The name comes from my early days learning to drive a manual car. Rev the engine…crunch the gears…lurch forward…stop suddenly…repeat. It’s frustrating, slow, uses a lot of fuel and makes your passengers think twice before agreeing to ride with you next time.
David Hain's insight:

The benefits of adaptive thinking - avoid stop-start lurches by concentration unlearning and iteration!

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Experimental innovation and growth policy: why do we need it? | Nesta

Experimental innovation and growth policy: why do we need it? | Nesta | Business change | Scoop.it
European governments spend around €150 billion every year trying to make their economies more innovative and entrepreneurial, as do many other governments around the world.

Yet the programmes that governments put in place to increase innovation, support high-growth entrepreneurship and accelerate business growth suffer from two weaknesses: there is insufficient innovation in innovation and growth policy and there is limited evidence on the effectiveness of innovation and growth policy

Despite the importance of innovation and high-growth entrepreneurship for economic growth, there are still many open questions on the best approaches to support them. This policy brief looks at the need to experiment with new approaches to innovation policy and, crucially, learn what works.
David Hain's insight:

What kind of innovation and growth policies do we need? A really important question where I live and work!

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How Innovators Think

How Innovators Think | Business change | Scoop.it
How Innovators Think is a project to identify and research the patterns in the thinking of the world’s top innovators, t…

Via Grant Montgomery
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Emeric Nectoux's curator insight, May 22, 12:32 AM

What prevents individuals and organizations from innovating is their mindset.

Being innovative requires a deep understanding of the world we live in. Innovators should not fall into traps such as thinking that "everybody loves innovation" or "innovation is easy"... This article gives the 2 side of the coin, when it comes to innovation, for the innovators and the non-innovators.

Emeric Nectoux's comment, May 22, 1:10 AM
I knew you would like this one when I scooped it! ;) Have a nice week end :)
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Regenerative Business, Part Three: It's Not About Better Problem Solving

Regenerative Business, Part Three: It's Not About Better Problem Solving | Business change | Scoop.it
Principle #3: A regenerative business sees the world in terms of potential rather than existing problems.

By focusing on what is at the core of what’s trying to happen instead of what already is happening, a company is able to introduce profound and transformative disruptions into an industry. For example, PayPal bypassed the problems created by banking infrastructure by enabling people to engage in exchange directly. Instead of working on improving what exists, a regenerative business asks what customers are trying to pursue and invents the means to support them. This requires reigning in the strong tendency to start with what is already in the system - instead focusing on the evolutionary impulse behind what people are striving to accomplish but unable to figure out how.

When you start well-intended efforts with “finding the problem,” you are trapped into thinking you have to fix the problem. Then you have to find the cause and likely try many solutions. This pulls all the energy toward an endless effort that uses the mindset that got us into the rut in the first place; Einstein warned us about that. But, how do we not start with what we already have?
David Hain's insight:

Useful thoughts on regenerative problem solving - it's adaptive and iterative, focus on the DNA!

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Seven Pitfalls to Avoid During Organizational Transformation

Seven Pitfalls to Avoid During Organizational Transformation | Business change | Scoop.it

leaders and their organizations suffer from fear of failure and practiced incumbency, especially when embarking on an ambitious change initiative.
 
The change journey is fraught with unknowns and the unexpected. Orchestrating organizational transformation in any large company is like launching a rocket into space. Much goes into preparations to be successful, but unforeseen factors like weather or wind pressure can affect the launch and flight path. A multitude of factors can misdirect the change program, resulting in delays, crashes, or becoming lost in orbit.

 


Via Kenneth Mikkelsen
David Hain's insight:

Good org change primer.

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Gary Bamford's curator insight, May 19, 2:56 AM
Sooo true!
Geoff Feldman's curator insight, May 20, 10:03 AM
Organization Transformation - still need to follow the steps I learned back in the 1970!
Ante Lauc's curator insight, May 29, 2:59 AM
With warm hearts and smart minds we can avoid all barriers.