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The Strategic Plan is Dead. Long Live Strategy. (SSIR)

The Strategic Plan is Dead. Long Live Strategy. (SSIR) | Business change | Scoop.it
In today’s fast-changing world, why freeze your strategic thinking in a five-year plan?

Via David Ednie, Cyrille Jansem
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Peg Gillard's curator insight, February 2, 2013 10:01 AM

Thinking and planning in this type of growth oriented mind-set could set public education on an entirely different course of growth and innovation.

Maya Mathias's curator insight, February 2, 2013 3:01 PM

Plan, then experiment and be fluid to changing course.  Adaptive strategy is THE way to succeed in the 21st Century economy.  Thoughts?

Renee Stuart's curator insight, February 14, 2013 10:34 PM

Lose the assumptions...  Love it!

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Great Video: Overcoming Resistance to Change - Isn't It Obvious? - Change!

Great Video: Overcoming Resistance to Change - Isn't It Obvious? - Change! | Business change | Scoop.it
It’s a common assumption that employees naturally resist change, but this great video shows that this assumption may not be completely correct. Of course employees resist change that will make things harder and take them out of their comfort zone.

That’s why it’s important to demonstrate to employees how the change will benefit them. To eliminate resistance you need to highlight the benefits of changing, and the negative aspects of things as they are now, while minimizing the positives of not-changing and the negatives associated with change. As the video reminds us, whether change is good or bad is only a matter of perspective.
David Hain's insight:

How do you frame the change you want to make? It could make all the difference!

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Ian Berry's curator insight, Today, 12:08 AM

Excellent. We change when we're inspired by the reason for it.

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The simple rules of disciplined innovation | McKinsey

The simple rules of disciplined innovation | McKinsey | Business change | Scoop.it
When it comes to innovation, the single most common piece of advice may be to “think outside the box.” Constraints, according to this view, are the enemy of creativity because they sap intrinsic motivation and limit possibilities.

Sophisticated innovators, however, have long recognized that constraints spur and guide innovation. Attempting to innovate without boundaries overwhelms people with options and ignores established practices, such as agile programming, that have been shown to enhance innovation. Without guidelines to structure the interactions, members of a complex organization or ecosystem struggle to coordinate their innovative activities.

How, then, can organizations embrace a more disciplined approach to innovation?
David Hain's insight:

Too much constraint can stifle innovation, but maybe too little doesn't help either!

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Leverage Points: Places to Intervene in a System - The Donella Meadows Institute

Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything.

This idea is not unique to systems analysis — it’s embedded in legend. The silver bullet, the trimtab, the miracle cure, the secret passage, the magic password, the single hero who turns the tide of history. The nearly effortless way to cut through or leap over huge obstacles. We not only want to believe that there are leverage points, we want to know where they are and how to get our hands on them. Leverage points are points of power.
David Hain's insight:

Excellent article on Systems Interventions.  Long but very worthwhile for people trying to make change happen.

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Is Agile Just Another Management Fad?

Is Agile Just Another Management Fad? | Business change | Scoop.it
Now that Agile is being blessed by mainstream business journals, the inevitable question becomes: is Agile just another management fad? That is to say, an idea that enjoys intense and widely-shared but short-lived enthusiasm without any basis in its actual qualities. The phenomenon is endemic in management. There’s even an acronym, “BOHICA, or “bend over, here it comes again,” to describe it, with each initiative promising so much and each delivering so little. Is Agile just the latest addition to the list?
David Hain's insight:

Excellent analysis of management fads by Steve Denning - agile and scrum survive the review!

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Gary Bamford's curator insight, June 30, 3:31 AM

Or as one of my colleagues likes to put things "have you done it yet"! Great review of management fads - so now you know why ;)

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Employee Engagement Is At an 8-Year Low [infographic] - Friday Distraction - hr bartender

Employee Engagement Is At an 8-Year Low [infographic] - Friday Distraction - hr bartender | Business change | Scoop.it
I’m not sure if the title of today’s post is a major surprise. We’ve been talking about employee engagement for quite some time. In fact, I’m concerned that the conversation has turned to noise. But regardless of what you call the term, engagement remains a key business issue. That’s only a one part of the …

Via Kudos
David Hain's insight:

If we know engagement is so important, isn't it perverse that we can't seem to address it?

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Kudos's curator insight, June 23, 10:27 AM

This is a persistent issue. People are less engaged for a variety of reasons. I believe it comes down to several areas if you want to change how people think and feel.


Leadership taking ownership — this needs to be a driven from the top. My feeling is it still gets lip service. They companies that do well put their people and treat them like partners, leading from a core sense of purpose, vision and values. Engagement starts here.


Better and more consistent communication — it need to be free flowing in social style environment where everyone can participate — contribute or consume.


Frequent and ongoing recognition — the best way to inspire and connect  with your team as well as coach and mentor is to praise in public. 


Trust and empowerment — last but not least empower your team to part of the culture. They will create a positive community if you let them. They will take ownership and pride it what they do and who they work for if can give them that level of trust.


Continuous measurement of employee sentiment — the annual review and survey is a big part of the problem. That is often the only time an employee gets any feedback or an opportunity to give feedback. Companies need to employee new strategy and tools that allow for a continuous conversation. And management does not need to lead pr even be part of the conversation. The team will contribute and connect daily if you let them and that will be the best barometer of how the company is doing and give you deep insights on how individuals are performing and where and how they are contributing.  


We think the solution will revolve around a social network that empowers everyone to give recognition. If you want to change the engagement trend start to thank different.

Miklos Szilagyi's curator insight, June 24, 1:32 AM

The biggest issue...

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Case: EQ Team in Big Pharma • Six Seconds

Case: EQ Team in Big Pharma • Six Seconds | Business change | Scoop.it
“In this case, it was crystal clear this team needed EQ as a key part of the transformation we wanted to create. They all had the IQ it takes to perform and deliver results, but they needed the force behind that – investment in the human element”
– Dr Ernest Makram
David Hain's insight:

Useful case study on EQ driven transformation from Six Seconds.

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Storytelling an important part of change management

Storytelling an important part of change management | Business change | Scoop.it
Storytelling can be a powerful tool when you want to drive organizational change.

There’s nothing new about storytelling. Long before we had books and newspapers, telephones and telegraphs and the internet and our ancestor’s sat around the fire and told stories. More than storytellers, we’re story consumers.

To many managers focus too much on management and too little on leadership. That is mainly because managers are taught to use management tools, of which many exist. Leadership, on the other hand, is hard to teach, springing as it does from many personal qualities. And, compared to the great quantity of management tools, few leadership tools are available to the manager. One of the few – and one of the most effective – is storytelling.

The leaders must be able use stories to motivate their employees to achieve more than they thought possible.
David Hain's insight:

The importance of story telling for change - and why that's so!

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The Hard Work of Soft Power

The Hard Work of Soft Power | Business change | Scoop.it
“Inclusive leadership starts with an intention of wanting the best for the world, not necessarily the best in the world. It is a form of leadership that looks deeply into the role of the leader as a custodian of values, character and resources,” says Kurt April, Professor of Leadership, Diversity and Inclusion at the UCT Graduate School of Business and Associate Fellow of Said Business School (University of Oxford).

April, whose research over 15 years spans a wide range of leadership issues, says that inclusive leadership seeks to encourage the input of key stakeholders, valuing their opinions and welcoming the diversity of perspectives and experiences they contribute. A far cry from the pervasive hierarchical styles of leadership of old.
David Hain's insight:

How to sell change to hearts and mot just minds!

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8 Reasons Why Agile Projects Fail | The Agile Management Blog

8 Reasons Why Agile Projects Fail | The Agile Management Blog | Business change | Scoop.it
It’s no secret agile projects can fail, but do you know the reasons for agile failure and how to avoid them? I could tell you why I think they fail. Instead, let me share what nearly 4,000 of your colleagues said were the eight reasons why agile projects fail and what you can do about it.
David Hain's insight:

Survey on why agile projects fail provides interesting commentary.

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Gary Bamford's curator insight, May 28, 9:09 AM

Beware the future!

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“LEADING CHANGE”….through dissonance!

“LEADING CHANGE”….through dissonance! | Business change | Scoop.it
Plus ça change, plus c’est la même chose. Loosely translated from the French this means “the more things change, the more they stay the same”. In the words of Machiavelli, “There’s nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in introducing a new order of things”. These quotations point out two basic and somewhat opposite concepts about change: No change is final….Change is difficult. As a leader leading change should expect resistance upfront, develop strategies to deal with it, and ALWAYS communicate, empower, communicate, empower….and repeat rinse!
David Hain's insight:

Ideas for cracking organisational inertia.

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The Strategic Narrative: A Better Way To Communicate Change

The Strategic Narrative: A Better Way To Communicate Change | Business change | Scoop.it

If you think your company’s strategy conversations should only take place at the most senior level, you could unknowingly be crippling your company’s bottom line. Research shows that companies whose members have a clear understanding of where the organization is headed and how their daily activities contribute to the success of the organization consistently outperform the competition. When communicating change within your organization, senior leaders need to relay company goals and strategy to all employees, and the most effective way to do this is through a strategic narrative


Via Roger Francis
David Hain's insight:

People can only change behaviours when they know why, and what's in it for them!

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Is EQ Vital for Change? • Six Seconds

Is EQ Vital for Change? • Six Seconds | Business change | Scoop.it
“Many people in organizations find that change provides both challenges and opportunities, but often the negative part can overshadow the positive outcome at the other side of the change moment. And yet, change is a constant, in both life and work. How can we learn to navigate the emotions change brings up more positively, so that growth can be the outcome?” Tim continues, “Change is growth, it is never meant to take us down. Companionship enables us to handle change far better.”

So if change can lead to a better outcome in the future, why do so many people resist it?
David Hain's insight:

VITAL signs that help the change process.  Interesting case study.

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Tom Hood's curator insight, May 22, 4:55 AM

Research says that we can thrive from traumatic change as much as we can be setback from it. More and more we find ourselves in the midst of transformation in this VUCA world. This article gives some great perspectives on this. Love this graphic! Enjoy!


“Many people in organizations find that change provides both challenges and opportunities, but often the negative part can overshadow the positive outcome at the other side of the change moment. And yet, change is a constant, in both life and work. How can we learn to navigate the emotions change brings up more positively, so that growth can be the outcome?” Tim continues, “Change is growth, it is never meant to take us down. Companionship enables us to handle change far better.”

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Why Attitude Always Matters from Technology to Healthcare

Why Attitude Always Matters from Technology to Healthcare | Business change | Scoop.it
It’s All About Attitude

One of my company’s board members is also one of the Internet’s earliest pioneers. In the past few years, I have had the opportunity to hear him tell stories that are instructive, but also mind blowing. At one meeting, I recall him sharing an example of what he learned about product marketing and branding. Because of his humble style, I almost miss the product reference. Wait, I think, did he just share how IBM’s ThinkPad name was conceived? Yes, and much more.
David Hain's insight:

All the technology and money on the planet won’t enable you to meet people’s expectations if you don’t have the right attitude. –John Patrick

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Making innovation happen

Making innovation happen | Business change | Scoop.it
How can you create a culture of innovation to drive long-term growth? Representatives from leading business schools Henley, Warwick, Cass and INSEAD discuss the value of innovation and the skills you need to develop
David Hain's insight:

Unique roundtable on innovation, 3 minute read! How can leaders inspire an innovative workplace?

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How to be a more effective agent of change | Alan AtKisson | TEDxUppsalaUniversity - YouTube

Alan writes books & articles, develops strategies, creates planning methods, trains professionals, and writes music–all aimed at helping people transform complex systems. His mentor was Donella Meadows, lead author of 'The Limits to Growth'. He shares with us core methods he's developed over his surprising career....and sings about Cats in Borneo.
David Hain's insight:

Transforming complex systems - it's the future of the world, or the world has a limited future!

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Leverage Points: Places to Intervene in a System - The Donella Meadows Institute

Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything.

This idea is not unique to systems analysis — it’s embedded in legend. The silver bullet, the trimtab, the miracle cure, the secret passage, the magic password, the single hero who turns the tide of history. The nearly effortless way to cut through or leap over huge obstacles. We not only want to believe that there are leverage points, we want to know where they are and how to get our hands on them. Leverage points are points of power.
David Hain's insight:

Excellent article on Systems Interventions.  Long but very worthwhile for people trying to make change happen.

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How can we solve the global refugee crisis?

How can we solve the global refugee crisis? | Business change | Scoop.it
Could multinational corporations hold the key to solving the world’s refugee crisis? It sounds like an outlandish suggestion. But we urgently need to think outside the box on refugees, as conventional approaches do not appear to be working. I am constantly spending time in refugee camps around the world for my organisation, Blue Rose Compass, and I see little sign either that the situation is improving or that improvement is likely any time soon.


Somehow, we must find ways to include refugees in economic activity. History tells us that nothing good comes from segregating a class of people and barring them from gainful employment. Only governments can figure out ways to make rule changes work. But business can send a message.

David Hain's insight:

Irony or what?  The West is short of scarce key capabilities. The East & Africa has an abundance people with these. But they are refugees...

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The 6 Most Common Innovation Mistakes Companies Make

The 6 Most Common Innovation Mistakes Companies Make | Business change | Scoop.it
Because innovation is a system-level problem, a point solution – trying to drive widespread change by doing a single thing – is wholly ineffective. It is equivalent to attempting to turnaround a failing school plagued by disinterested students, overwhelmed teachers, and crumbling infrastructure by painting the walls blue. Soothing, perhaps, but unlikely to have any real impact.

We have seen far too many first hand examples of the equivalent of blue paint on a decrepit school wall. Rather, leaders hoping to boost their ability to drive growth through innovation need to simultaneously direct it strategically, pursue it rigorously, resource it intensively, monitor it methodically, and nurture it carefully.
David Hain's insight:

“The folly of rewarding A, while hoping for B.” ~ Steve Kerr, HT HBR

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SENAME Interactive's curator insight, June 24, 1:46 AM

Leaders hoping to boost their ability to drive growth through innovation need to simultaneously direct it strategically, pursue it rigorously, resource it intensively, monitor it methodically, and nurture it carefully.

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Entrepreneurs: Beware of pursuing the next big thing

Entrepreneurs: Beware of pursuing the next big thing | Business change | Scoop.it
We do not hear so much about big data from new startups anymore. Many big data startups were unable to reach escape velocity, and the number of bona fide successes is still quite small. Big data as The Next Big Thing — in which success was assured because it was The Next Big Thing — has been replaced by the Internet of Things (IoT) in the hype cycle. I want to use the IoT as an example of why Next Big Things can be uniquely dangerous places to focus a startup.

I’ll highlight four key dangers; and while there are probably more, navigating even four simultaneously is the sort of choice an entrepreneur really needs to think about before going into a market segment. This is not to say that no IoT startups will have good exits. Rather, there will be a higher failure rate for startups in IoT than in other, less obvious big market spaces, simply due to the dangers of Next Big Things.
David Hain's insight:

The dangers of fad surfing - a well known business pastime!

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How to manage change the right way | @JohnBaldoni

How to manage change the right way | @JohnBaldoni | Business change | Scoop.it
No reorganization is ever easy. Especially when you are hired from the outside.
When this occurs, the newly appointed leaders must do what Alan Mulally of Ford and Sergio Marchionne of Fiat Chrysler did when they transformed their organizations. Their example works also works for leaders who have been in their jobs for a while.
One, respect tradition.
Two, make change urgent.
Three, treat employees with respect.
Four, insist upon personal accountability.
Managing change is never easy, but when you respect the work and the people who do it you have the opportunity to make change work for the organization.
David Hain's insight:

Nice case studies illustrating successful big change!

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What Makes a Great Chief Strategy Officer

What Makes a Great Chief Strategy Officer | Business change | Scoop.it
Many companies now have a Chief Strategy Officer (CSO) or other executive to guide their strategy, but simply having someone in the role is not enough. Today’s business environment is highly unpredictable, and organizations need strategies that can weather both large-scale changes and occasional shocks to the system—fluctuating oil prices, for example. This new environment can be at odds with what has traditionally been one of the main responsibilities of the CSO: leading an annual strategic planning process.

Here are three ways CSOs and organizations can craft flexible, comprehensive strategies for today.
David Hain's insight:

From Architects to Fund Managers - what's your strategic archetype? ~ McKinsey

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The Paradox Of Chaos

The Paradox Of Chaos | Business change | Scoop.it

"We strive for order, both in our professional and personal life.  Without order, there would be mayhem and bedlam throughout our world.  We would live life in a perpetual state of turmoil and upheaval.  It would be a world ruled by confusion and chaos…and constant change.

However,...“The things we fear most in organizations – fluctuations, disturbances, imbalances – are the primary sources of creativity.”  -Margaret J. Wheatley"

 


Via Allan Shaw
David Hain's insight:

The balance between order and chaos matters! Nice article.

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Allan Shaw's curator insight, May 24, 2:33 AM

This post by DCulberhouse is interesting. The Paradox of Chaos is an apt title - change, doubt and confusion on one hand and opportunity for invention on the other.

However, in dealing with children and parents one needs to be very careful. A stable emotional environment is vital to build confidence in children. Thus the values that underpin operations need to be explicit and maintained. The partnership with parents must be developed, nurtured and maintained.

The greater understanding of how children learn, the influences of digital technologies and broader societal changes are all bringing pressures to bear, challenges to tackle and advantageous opportunities for schools.

Our challenge as educational leaders is to keep the values and human interactions stable and positive, analyse and take advantage of the opportunities as they arise and carefully explain these opportunities to parents as they develop.

Marc Wachtfogel, PhD's comment, May 25, 11:46 AM
Thanks David and Allan for great insight!!
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Neuroscience and organizational change – providing the evidence

Neuroscience and organizational change – providing the evidence | Business change | Scoop.it
In Hilary Scarlett’s Melcrum article of February 2013, Neuroscience – helping employees through change, she described some of the insights neuroscience is bringing to why people find organizational change difficult, and more usefully, what we c

Via Kasia Hein-Peters, John Michel
David Hain's insight:

Understanding of how our brains are wired offers huge possibilities for transformation - but only if transformation leaders inform themselves!

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John Michel's curator insight, May 22, 4:49 PM

Neuroscience, the study of the nervous system including the brain, is set to transform our understanding of how people respond to the world of work. If we can understand the brain better, then we can help organizations, leaders, and all employees work more efficiently and effectively. 

Tony Brugman (Bright & Company)'s curator insight, June 18, 8:46 AM

Interesting stuff on impact of neuroscientific way of learning on performance and coping with change.

 

A research amongst leaders from four large organisations showed "learning about how our brains work can help us manage ourselves and lead people through change in more effective ways. (Because) it provides important insights into how we respond to change, what makes it easier for us to cope with uncertainty, what helps us focus, what affects our motivation and openness to change."

Gary Johnsen's curator insight, June 21, 9:12 AM

Good summary on the brain and change management David Rock

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Robert Steele: 'Open Source Everything' for Revolutionary Change - YouTube

Ex-CIA spy, Robert Steele, presents his vision of a New Story which has 'Open Source Everything' as its basis. We need to create a world brain - a deliberative dialogue world brain and become citizen intelligence 'Minutemen'. We are at the end of an era in which lies can be used to steal from the public and the Commons. We are at the beginning of an era in which truth in public service can restore us all to a state of grace.

Robert was filmed at the New Story Summit: Inspiring Pathways for our Planetary Future, which took place at the Findhorn Foundation and Community in Scotland in September 2014

David Hain's insight:

Provocative, but well worth reflecting on.

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Elías Manuel Sánchez Castañeda's curator insight, May 23, 12:35 PM

"The truth will set us free," there is no doubt that the technologies of information and communication technologies (ICT) are a two-edged sword, we must use the edge to help grow the company. It will help us see the video:

“Ex-CIA spy, Robert Steele, presents his vision of a New Story which has 'Open Source Everything' as its basis. We need to create a world brain - a deliberative dialogue world brain and become citizen intelligence 'Minutemen'. We are at the end of an era in which lies can be used to steal from the public and the Commons. We are at the beginning of an era in which truth in public service can restore us all to a state of grace.”

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The practice of system leadership

The practice of system leadership | Business change | Scoop.it
System leaders often do not see themselves as such, believing that any successes they achieve are due to working behind the scenes rather than leading from the front. But given the unprecedented challenges facing the NHS, the system needs leaders who can motivate staff and managers to work differently, across service and organisational boundaries. That is the only way to meet the needs of the growing number of people with complex and long-term conditions, many of whom rely on care and support from different services.
This report draws on the experiences of 10 senior leaders to look in depth at the skills needed to be a system leader. The 10 individuals are from different backgrounds and work in different contexts, and give some very candid reflections on their successes and failures. But they share a track record of having tried to bring about change (not always successfully) through using ‘soft’ power, enabling others to see and deliver the changes that are needed.
David Hain's insight:

What the NHS has learned about delivering system-wide change.

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