Business change
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Be on a mission that doesn't suck

The other day marked the 8 year anniversary of starting work on the product that would soon become Box, a company that my co-founder and I launched in 2005. Since then, it’s been almost a

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Business change
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The Serious Business of Sandboxes

The Serious Business of Sandboxes | Business change | Scoop.it
“In the long history of humankind (and animal kind), those who learned to collaborate and improvise most effectively have prevailed.” Charles Darwin, the author of this quote, was known more for his expertise on the science of evolution than the science of management. But his insight is as applicable to the dog-eat-dog competition of the business world as it is to natural selection in the Galapagos.

Improvisation and collaboration may not be the first imperatives that come to mind when thinking about the corporate world. But as digital disruption accelerates, rendering old ways of doing things obsolete, more and more corporate leaders are seeking creative ideas to solve new problems. Whether in media or design or industrial machinery, the need to foster and harness the creativity of individuals working in teams has never been more urgent.

The problem, however, is that large, complex, multinational organizations are often much better at stifling creativity than fostering it. That’s why it’s so important to heed Darwin and learn to be creative and improvise effectively.
David Hain's insight:

Encourage people to play with purpose, and watch how the ideas and innovations follow!

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Basic Income and the New Universalism 

Basic Income and the New Universalism  | Business change | Scoop.it
Amid all the talk about the new age of work and increasing automation, we have perhaps not seen the obvious. It is not just work that is changing, but entire societies. Somehow, we need to be able to convene both the automation of demeaning tasks (demand full automation[1]) and take into consideration the desire to work that right now energises politics like no other idea. In order to bridge this gap, we need to look at the big picture. We need to understand what work means to people and what its precise role is in society.
Basic income has been compared to “the moonshot” (by us and others), where the process is much more important than the immediate goal. The process of basic income is in opening a new chapter in the discussion of automation and work. These work and automation phenomena do not occur in isolation from the rest of society. The current technological progress is once again evoking the question related to universals: what are the new infrastructures, new rights and new responsibilities that can weather the change?
David Hain's insight:

I am increasingly convinced that this is an idea whose time is rapidly arriving!

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Why the Problem with Learning Is Unlearning

Ever since the publication of Peter Senge’s The Fifth Discipline, 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. In our era of digital disruption, this goal is more important than ever. But even the best companies still struggle to make real progress in this area.

One problem is that they’ve been focused on the wrong thing. The problem isn’t learning: it’s unlearning. In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership. To embrace the new logic of value creation, we have to unlearn the old one.

Unlearning is not about forgetting. It’s about the ability to choose an alternative mental model or paradigm. When we learn, we add new skills or knowledge to what we already know. When we unlearn, we step outside the mental model in order to choose a different one.
David Hain's insight:

Timely reminder of the importance of 'unlearning' for change - and how not doing so screws change initiatives!

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Why we need Agile Projects and not just Agile Development - ChangeQuest

Why we need Agile Projects and not just Agile Development - ChangeQuest | Business change | Scoop.it
Most Agile methods focus at the product development level. There’s a revolution from below aspect to them which is seductive. It encourages teams to change the world by doing it. Who wouldn’t want to arrive at work thinking “I’m making a real difference, not only for my organisation bu

Via Claude Emond
David Hain's insight:

Getting people to believe they can make a difference - the secret sauce?

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Claude Emond's curator insight, February 6, 6:05 AM

To BE or to DO? That's the real issue about BEING a successful agile organization! Be it with or without DSDM!

Claude Emond's curator insight, February 6, 6:06 AM

To BE or to DO? That's the real issue about BEING a successful agile organization! Be it with or without DSDM!

Claude Emond's curator insight, February 6, 6:08 AM

To BE or to DO? That's the real issue about BEING a successful agile organization! Be it with or without DSDM!

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Us versus Them: Reframing Resistance to Change

Us versus Them: Reframing Resistance to Change | Business change | Scoop.it

Change champions tend to pay attention to the upside of their future vision and the downside of today’s status quo. For example, those who are passionate about customers are hyper-focused on building relationships for the long term. To them, resistors seem greedy or blind.

Conversely, resistors pay attention to the downside of the change and the upside of the current state. They see the risks. When change champions refuse to discuss an issue, resistors assume they are hopelessly naive or sinister actors trying to pull the wool over everyone’s eyes. To them, it can seem fiscally reckless to divert attention from the financial aspects of the business to softer issues such as customer experience. Which of them is right? “They both are,” says Jacobs. “But each is only half-right.”

In the worst-case scenario, “us versus them” thinking devolves into factions that compete but never really engage. 

The solution is to reframe how we think about resistance. Rather than assuming critical thinkers are resistors, we would do better to treat them as guardians. Guardians see what needs to be protected, and the trust that can be destroyed by a broken promise or a shortcut. Who else will ask the hard questions? 

David Hain's insight:

A very sensible way to defuse resistance and to enrol critical friends rather than critics!

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Miklos Szilagyi's curator insight, February 6, 2:29 AM
Guardians or fact/idea-checkers who can have a very valuable contribution... and when they feel that their contribution is seen as important and valuable, the reframing could be successful...
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Unconditional Basic Income becomes a leading policy idea

With increased trends in automation and the “gig economy” pointing to labour market disruption and uncertainty, the implementation of various forms of Universal Basic Income (UBI) looks increasingly probable. This once-heretical idea of giving all citizens a baseline income that is enough to live on, without requiring anything in return, has acquired sharp relevance — for instance, there is a real prospect that a large section of the US’s working population could lose their jobs nearly overnight with the advent of driverless trucks. Advocates point out that a UBI could facilitate a transition to a humane version of the “gig economy”, while boosting entrepreneurship and civic engagement — and mainstream thought-leaders on both the right and left are pricking up their ears.
Pilot programmes are currently underway in Finland, Canada and… Kenya. Yes, Kenya. The most interesting application of UBI policy is actually in developing countries. A recent UBI pilot in India pointed to multiple benefits when an unconditional basic income is provided to the poor — from increased food security and welfare to higher levels of equity, emancipation, entrepreneurialism and economic activity. And in contrast to expensive rich-country UBI schemes, they are far more affordable, particularly if spending is switched from existing subsidies.
David Hain's insight:

A once radical idea that may be finding it's time...

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John Lasschuit ®™'s comment, January 27, 1:58 PM
It should. It''s the solution for the growing inequality problems.
Ian Berry's curator insight, January 27, 5:36 PM
Sound idea just based on economics Profound idea for humanity The only reason not yet mainstream is lack of political will
Miklos Szilagyi's curator insight, February 6, 2:30 AM
Well, it's tried in very interesting places... the world is flatter than ever...
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Five change lessons from top digital platform CFOs 

Five change lessons from top digital platform CFOs  | Business change | Scoop.it
“It’s a fine line to walk, where the seemingly simplest change can set off a cultural reaction that was unexpected,” said Nielsen. “It’s hard to navigate that—to keep the good and build on what needs to be better. When in growth mode, it seems everything is great, it’s all easy—a couple bad decisions are no big deal and growth will plow right over that. But if you put the wrong foundation down, fixing those things is difficult. These seemingly small decisions have a real tail to them.”
David Hain's insight:

Sweat the small stuff while scanning the universe - change is no different in the digital world, just faster!

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The Creativity Crisis – Umair Haque

The Creativity Crisis – Umair Haque | Business change | Scoop.it
If there’s a word I recoil from, it’s “creativity”. Extreme capitalism ate it up and spat out a shell. Creativity is now something ad agencies and accountants do.
How did extreme capitalism eat our creativity – and what can we do about it?
This is a troubled world. We focus on the negative: Trumps, Brexits, and so on. But what is truer is the absence of the positive. For it paves the way for rage and fear. We don’t have many genuine breakthroughs anymore: like chemotherapy, antibiotics, central banks, constitutions, polio vaccines. True life-changing, life-giving, life-affirming human creations.
Thus: When I look around this troubled world, it’s increasingly clear that one of the human qualities in deepest decline – and most desperate need – is creativity. Powerful, transformative and profound creativity.
David Hain's insight:

The case for transformative creativity, well made by Umair Haque!

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How to win in the age of analytics | McKinsey & Company

How to win in the age of analytics | McKinsey & Company | Business change | Scoop.it
Since the concept took hold, big data has made big waves. The field of analytics has developed rapidly since the McKinsey Global Institute (MGI) released its landmark 2011 report, Big data: The next frontier for innovation, competition, and productivity. But much value remains on the table as organizations wrestle with issues of strategy and implementation. In this episode of the McKinsey Podcast, MGI partner Michael Chui and McKinsey senior partner Nicolaus Henke speak with McKinsey Publishing’s Simon London about the changing landscape for data and analytics, opportunities in industries from retail to healthcare, and implications for workers.
David Hain's insight:

The main obstacles to exploiting big data effectively are organisational, not technical. Change needed!

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Protests and Force Don't Change People's Hearts and Minds

Protests and Force Don't Change People's Hearts and Minds | Business change | Scoop.it
Business Insider recently published an article titled One man has spent years befriending KKK members and persuaded 200 of them to leave the hate group. The article profiles Daryl Davis, an accomplished blues musician, with the unusual “hobby” of forging friendships with white supremacists. 

"'I never set out to convert anyone in the Klan,' he told The Independent. 'I just set out to get an answer to my question, 'How can you hate me when you don't even know me?' I simply gave them a chance to get to know me and treat them the way I want to be treated. They come to their own conclusion that this ideology is no longer for them'....

Davis' unusual quest is now the subject of a new documentary called 'Accidental Courtesy.'" In the trailer for the film, Davis says, "Give that person a platform.  Allow them to air their their views, and people will reciprocate."

As Davis describes it, "'I simply gave them a chance to get to know me and treat them the way I want to be treated.' They come to their own conclusion that this ideology is no longer for them."
David Hain's insight:

We need to understand the world form others perspective to bring about sustainable change! Interesting stories here..

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Competitive Advantage in the Digital Era

Competitive Advantage in the Digital Era | Business change | Scoop.it
The concept of "Competitive Advantage" is now used in everyday language. It is used to designate something that one does better than others, and it is used in many different ways, in many different fields. In a way, this is a good thing because it shows that management culture is spreading in our societies. The other side of the coin is that the concept has been emptied of its meaning to be easily used as soon as the opportunity is made. But then, what is competitive advantage? What are we exactly talking about when we say that a company has a competitive advantage? And more specifically, what is the competitive advantage in digital industries?
David Hain's insight:

Perpetual VUCA, digital disruption. Have you worked out your potential competitive advantage?

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Cynefin, knowledge and learning: what can you do to avoid disorder in 2017?

Cynefin, knowledge and learning: what can you do to avoid disorder in 2017? | Business change | Scoop.it

I’m a huge fan of Snowden & Boone’s (2007) Cynefin model. The seeds of Cynefin can be found at the heart of many of the knowledge and learning models and frameworks I’ve developed for organisations. The Cynefin design is both exquisite and elegant, a model in an age where management ideas are becoming a compendium of dead ideas (Economist, 2016).

For all its beauty and elegance, I believe that its application in organisations is hindered by a lack of understanding of its most powerful of domains, disorder. First, let me start with an overview.

When introducing Cynefin, I find that people become attracted to the four main domains (simple, complicated, complex and chaotic). These domains help to explain a given context, which guides management and leadership practice – note, the following is an applied adaptation of Cynefin, using applied adult learning theory and guidance from the IRGC (International Risk Governance Council):

David Hain's insight:

Musings on disorder - and ways to deal with it!

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Miklos Szilagyi's curator insight, December 27, 2016 2:41 AM

Beside the situational leadership model (Hersey & Blanchard) this contextual leadership model is the one you can use practically in every moment of your working life. The earlier is about the experience level of the reporting staff while the latter is about the complexity of the issues/problems...

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We need to change the way we develop our change and project leaders

We need to change the way we develop our change and project leaders | Business change | Scoop.it
We need Project Leaders who can think for themselves and craft solutions for messy problems. We need Project Leaders who can adapt rapidly, learn quickly, keep agile and thrive in an ever changing workplace. We also need Senior Leadership Teams to recognise the value of project and change management, and that lack of awareness can lead to problems with strategy execution. We need Senior Leaders who know how to sponsor change correctly in today's world and understand that you transform your business through effective project and change leadership.

In the 1950s it took approximately two minutes to do a pit stop for a racing car. What is it now in F1? The car barely stops these days - around 2 seconds is average! In the 1950s the rules were different than they are now but F1 teams have adapted and changed the way they do it based on the new rules, learning and technology available.

David Hain's insight:

Progress at the sed of change requires new thinking and new skills!

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The Not-So-Simple Secrets Of Successful Culture Change

The Not-So-Simple Secrets Of Successful Culture Change | Business change | Scoop.it
Large change is comprised of MANY small changes, or what I call little victories.

Think of any truly transformational change in society that has sustained the test of time, and I will show you a series of seemingly small steps that built upon each other toward the final outcome; events that very often inspired others to create little victories of their own. Those instances challenge the underlying beliefs and assumptions that people hold to be true about the current state.
David Hain's insight:

It's never 'change' - its 'changes'. And where you stand depends on where you sit! BTW, there is no end state...

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Why Cross-Pollinating Your Work, Works

Why Cross-Pollinating Your Work, Works | Business change | Scoop.it
In the 1920s a gentleman by the name of Dick Drew worked as a sandpaper salesman at the Minnesota Mining and Manufacturing Company.

One day Drew was thinking about the challenge of painting a car — it wasn’t a specialty of his but he could appreciate the problem. What he did know inside and out was sandpaper, and he intuitively realized that sandpaper could help solve the problem. What he needed was a roll of sandpaper without the sand.

This became known as masking tape and it transformed more than just how we paint cars.

Presently we call the Minnesota Mining and Manufacturing Company 3M, and Dick Drew’s insight in the early 1920’s wasn’t an anomaly, it is the type of innovation that has defined 3M as a company. What made them so consistently creative and innovative?
David Hain's insight:

Innovation needs the exchange of ideas. Obvious - or a relatively hidden big idea?

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Time for transformational change in infrastructure

Time for transformational change in infrastructure | Business change | Scoop.it
The ongoing development of infrastructure in the UK will become even more important than it is today. High quality infrastructure drives economic growth, boosts productivity and raises living standards.
The pace of change will continue to accelerate in order that Britain can compete and pay its way in an ever more globalised and connected economy. In order to achieve this, the nation’s infrastructure will need to be modernised to increase capacity and remove waste. This step change will need to be achieved faster and with fewer resources than is currently considered possible.
David Hain's insight:

This is surely a time for collaborative visionaries fed up with traffic delays and worried about population growth!

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Afraid of Change? Don't fear Change - Change Fear

Afraid of Change? Don't fear Change - Change Fear | Business change | Scoop.it
The goal of all organizational development interventions, including individual and team coaching, is ultimately to foster constructive change. Whether that goal is about driving performance and results, fostering creativity and innovation or stimulating learning and capacity-development, the underling motivation is a desire for change and more importantly change that is SUSTAINABLE. Yet often the assumptions about that change, including how change occurs, are an afterthought. Recently I was interviewing a member of a team in preparation for an upcoming one-day offsite retreat as part of a larger team coaching process. When I asked what a successful offsite would look like my interviewee remarked: “We did a retreat last year and I honestly can’t tell you what has changed in our team…I guess what I would really like to see is a concrete roadmap for how we are going to implement our vision moving forward.” This sentiment is a common refrain that I hear when working with teams around team building retreats and offsites. Too often these well-intentioned “events” create a good feeling in the team yet fail to articulate a “process” of sustainable change afterwards. The gap between our intentions to change and our ability to bring about that change indeed can be described as a “wicked problem.” In this post I’d like to explore how two frameworks can assist team coaches as well as team leaders to address this wicked problem when coaching groups through a process of change.
David Hain's insight:

2 relatively recent and powerful frameworks that can help make change meaningful and sustainable.

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Case study: How complexity creeps in – Signal v. Noise

Lately we’ve been on a bit of a tear internally working to eliminate operational complexity from our business.
Complexity is like addiction… It comes on slowly, forming weak bonds that you can barely feel. But as it continues, the bonds strengthen quietly until they calcify and become hard to break.
Removing operational complexity involves eliminating manual busy work, bottlenecks, dependencies, promises to placate, and a whole host of other things.
I want to share an actual example in our business of how a couple small design decisions lead to significant operational complexity.
David Hain's insight:

What seems simple often isn't! Beware unintended consequences!

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13 Tips for Leading Digital Transformation

13 Tips for Leading Digital Transformation | Business change | Scoop.it
Championing digital transformation, particularly in the public sector, is hard. It takes risk, commitment and the right leadership to see it through. In the UK public sector, the digital shift is already well underway with the Government Digital Service at the helm. Here, Dan Searle, Director of Digital Transformation and Advisory at Hewlett Packard Enterprise offers his top 13 tips for leading the digital revolution.

There are many factors that affect the success of a transformation effort; you only have to look at how many change management books have been published in the past decade to see that.
It’s safe to say that every transformation effort is unique and so the factors that influence success vary. However, having led digital transformations for the UK and Australian governments, I can say that there are a handful of things that will increase your chances of success.
David Hain's insight:

Turns out digital transformation ain't so different to any other - context, vision, connection, involvement,communication!

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Daniel Tremblay's curator insight, January 27, 8:27 AM
Une petite "checklist" pour voir si les conditions gagnantes sont réunies pour réussir une transformation organisationnelle (qu'elle soit "digital" ou non).

A checklist to verify if we have the optimal conditions to succeed in our transformational journey.
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Five Economic Lessons From Obama's Presidency

Five Economic Lessons From Obama's Presidency | Business change | Scoop.it
As he leaves office, Obama’s enormous economic accomplishments are tempered with the recognition of foregone opportunities. Disappointment among certain segments of the population has fueled the politics of anger and social divisions that go well beyond what would be expected and warranted based on actual economic performance. With time, however, historians will give a lot more credit to the favorable aspects of Obama’s economic legacy. His legacy could be even greater if the insights of the shortfalls are internalized by the next administration and acted upon.
David Hain's insight:

Respected economic commentator reflects on lessons and opportunities from the 8 years of Obama!

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Artificial Intelligence At Work: The Future Of Workplace

Artificial Intelligence At Work: The Future Of Workplace | Business change | Scoop.it
The promise of creating a truly smart machine or a niche specific intelligence that can disrupt the industry is definitely an exciting venture to start and be a part of.
As a startup studio we are seeing an exponential growth of new startups aiming to revolutionize how we build intelligent machines and how we communicate with them. To which availability of funding makes it possible to actually build and take their solutions to the market. And of course, investors are inclined to take part in a truly disruptive venture leading the artificial intelligence to real industry applications.
David Hain's insight:

AI trends, from a practitioner!

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93% of Successful Companies Abandon Their Original Strategy

93% of Successful Companies Abandon Their Original Strategy | Business change | Scoop.it
93% of all companies that ultimately become successful had to abandon their original strategy because it was not viable. Amar Bhide. (In, “How Will You Measure Your Life,” by Clayton Christensen.)
David Hain's insight:

Emergence - therefore the ability to learn - is critical in gaining competitive advantage. If you don't, someone else will...!

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Dove Nobel's comment, January 11, 10:12 AM
http://www.americanlisted.com/post_ad.html?category_id=34
Ian Berry's curator insight, January 11, 6:22 PM
I like the idea of emergent strategy however I think the key is not confusing strategy with your execution plan and the tactics therein. My successful strategy hasn't changed in 26 years. What has changed dramatically and continues to do do is the execution plan and the tactics
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The End of Conventional Industry Sectors

The End of Conventional Industry Sectors | Business change | Scoop.it
These days, few people expect to work for a single company throughout their career. But what about the expectation that companies will remain in one industry forever? Is that, too, becoming an artifact of the past?

In a new PwC report called “The Future of Industries: Bringing Down the Walls,” we look at how the boundaries among sectors are shifting. The pace of technological change is creating at least the prospect of a new industrial order, in which most companies no longer operate within the comfort zones of their established sectors. Already, a few companies (Apple, Amazon, and GE, among them) have boldly and successfully moved into new industries. Now just about every other company will have to do business that way.
David Hain's insight:

Disruption is all around. Are you thinking about it? Threat or opportunity? Either way, it's probably coming...

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Tips for Change Facilitation – Changing Dojo 

Tips for Change Facilitation – Changing Dojo  | Business change | Scoop.it
Changeability is one of the most important characteristics for companies in the 21st century. As Peter Senge pointed out "Organisational change combines inner shifts in people’s values, aspirations, and behaviours with outer shifts in processes, strategies, practices, and systems”.
However, most of the time, the people do not know how to foster this ability inside the corporation. They need help. They need some facilitation to overcome the obstacles during the change journey.
A Change Facilitator is someone who helps the organisation to identify the opportunities to improve and foster collective strategies to maximise the success of the change efforts.
After several years facilitating organisations in small and large change initiatives, I have collected a set of brief lessons to help Change Facilitators in order to maximise the chances of success in a change/transformation initiative.
David Hain's insight:

Insightful tips to tune up or kickstart your changeability quotient in 2017.

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Ian Berry's curator insight, December 28, 2016 4:58 PM
I like them all MVI and Cultural Mixer in particular
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We think about business competition all wrong!

We think about business competition all wrong! | Business change | Scoop.it
Business competition is a huge deal. To some guys who come to run companies (women too), beating others and making more revenue is the closest thing they have to fun. In the course of all this, we’ve essentially created two problems:

“Winner take all,” or the idea that you gotta beat all your rivals. It’s all about revenue plays! Market share!
“Must have an enemy,” or the idea that some rival is coming to steal your market share and pillage your wife
That second idea — about corporate values and enemies — basically handed us Donald Trump. A lot of people felt alienated and scared by new economic realities, from immigration to automation. He tapped into that fear and beat a much-more qualified candidate. Obviously many other things played into all this — including the good ol’ “high achiever myth” — but defining an enemy helped a lot. This has been a political staple for decades.

It’s been a business staple for decades too. Business competition really gets some dudes fired up, perhaps more than porn or some other lewd thing. “I’m gonna steal market share from those jerks,” an executive purrs, “and dominate this business competition.” 

What if we’re thinking about it all wrong, though?
David Hain's insight:

Competition or collaboration? We tend to default to the former, but there are many arguments for the latter!

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