"Why FIRST: Communication and the Golden Circle: Why, How, What? Inspire where others do not. Profit is JUST a result NOT a reason for existing."
Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)
"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek
Apple: NOT, What we do, great computers. Want to buy one?
RATHER: Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly. We happen to make computers. Want to buy one?
Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.
http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?"
More about Deb's world is here: Planning & Strategy Retreats
Presentation Videos - Change Results Deb's mothership: The REVELN website
"After years of making games to change the world — partnering with organizations like the World Bank, the International Olympic Committee, the American Heart Association, and the New York Public Library — keynote speaker and New York Times bestselling author Jane McGonigal has a new goal: making games to change lives. In this talk, she recounts the personal story of how a game saved her own life — and how it led her to discover the top 5 things that virtually all gamers hope to change about their own lives."
Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
The number of companies that outsource critical business processes to outside suppliers has been growing significantly worldwide. In 2012, companies outsourced some $309 billion of services — activities including finance and accounting, human resource management, procurement and legal services — and the overall volume has been growing at a rate of around 25% annually.
Although many organizations initiated business process outsourcing (BPO) as part of an effort to reduce costs or acquire new skills, it has since evolved into much more. In relationships companies classify as high-performing, service providers deliver substantial long-term improvements to the client’s operating efficiency and strategic performance.
These types of innovations require companies and service providers to work together. BPO providers do not need incentives to improve their own revenue or margins, but they do need them to focus on the client’s performance. While partners may incentivize innovation by using mechanisms such as productivity targets, allocating innovation days and agreeing to gain share on innovation projects, innovation won’t happen unless clients and providers implement a more comprehensive process that combines acculturation across different organizations, an engaging method for generating ideas, adequate funding and a system for managing change.
Posted on April 18, 2013 by Guest blogger Lisa Bodell. When you walked into the office today, did you smell smoke? Was your life—or your company's—at risk? Did you have to make split-second decisions that determined your survival?
Often called the "accidental profession", is project management a tool or a profession? It seems that anyone running a project can be referred to as the project manager, regardless of their abilities, training or expertise.
There are three things that astound me about most organizations: The cro-magnon way performance reviews are done; the pitiful way brainstorm sessions are run and; the voo doo way decisions are made.
What follows is an elaboration of the third -- 12 common phenomena that contribute to funky decision making. As you read, think of the teams you work most closely with, which of these behaviors describes them, and what you can do to change the game.
A corporate leader’s job is hardly easy. He or she must efficiently manage employees, account for outside competition, note any changes in the industry landscape and if necessary, profoundly modify the operational model a business should employ. ...
Groundbreaking ideas are no longer a luxury when success is contingent upon an organization's ability to adapt, innovative, and improve. We need look no further than Kodak, Sears, or Sony for validation that status-quo thinking is the fast-track to failure. How, then, can organizations break free of conventional thinking to spark creativity?
In the first of a series of video interviews, Google executive chairman Eric Schmidt explores the technologies likely to have the greatest disruptive impact on economies, business models, and people. Later this month the McKinsey Global Institute will publish an assessment of the probable economic impact of disruptive technologies.
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
Innovation helps to create the future, but the context in which a new idea exists is key to its success. So we combined thinking from ‘Blink’ and the ‘Wisdom of Crowds’ and asked colleagues from a wide range of different industries and markets to give us their top of mind predictions for 2013.