Image by Getty Images via @daylife "Practical men, who believe themselves to be quite exempt from any intellectual influence, are usually the slaves of some defunct economist.” John Maynard Keynes In an interesting talk at the Gartner Symposium...
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Change agent blog: RT @MichaelSahota: How Change Initiatives can Damage Organizations & Ultimately Fail http://t.co/YyiqIiNNUJ #stoos #yam Via F. Thunus Delete the scoop?
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"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.
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Via Deb Nystrom, REVELN Consulting, Bobby Dillard 
Deb Nystrom, REVELN Consulting's curator insight,
April 9, 2:52 PM
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, 8:04 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: Delete the scoop?
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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, Billy R Bennett, Luciana Viter 
Billy R Bennett's curator insight,
December 11, 2012 9:01 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. Delete the scoop?
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RT @davidholzmer: The Importance of Undisciplined Thinking | The Creativity Post http://t.co/07e0MkDm... Via F. Thunus Delete the scoop?
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10 Questions to Inspire Breakthroughs - from the #Leapfrogging Blog http://t.co/qT88ayle... Via F. Thunus Delete the scoop?
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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. Via Daniel Watson Delete the scoop?
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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 Via Vicki Kossoff @ The Learning Factor, Christine Heine 
Vicki Kossoff @ The Learning Factor's curator insight,
April 25, 4:23 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. Delete the scoop?
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Change From Within Via Brian Dawson Delete the scoop?
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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 ... Via F. Thunus Delete the scoop?
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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:
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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. 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. Via Deb Nystrom, REVELN Consulting, Robin Martin Delete the scoop?
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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. Via Karen Dietz
Billy R Bennett's curator insight,
December 11, 2012 9:01 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. Delete the scoop?
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