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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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Making a Difference: a Case Study of Change in the Public Sector

Making a Difference: a Case Study of Change in the Public Sector | Business change | Scoop.it
When Tracy Jelfs joined Monmouthshire Council as Head of Children’s Services in April 2014, the department had recently undergone a major restructuring and had seen several new leaders arrive and leave in swift succession. Not least of her difficulties was that, in such circumstances, the very idea of ‘change’ or ‘transformation’ elicited cynicism and even outright hostility.

The service was struggling, with performance indicators dropping, including several critical ones. Just 2 weeks after Tracy took over, an inspection revealed serious concerns. The Service was warned it would face a surprise inspection again shortly – something that everyone knew was often a precursor to being placed in ‘special measures’. The idea of a looming and public rebuke added extra pressure to everyone – from frontline staff to senior managers.

Within the council itself, Children’s Services had a poor reputation, both as a department consistently ‘over-spending’ and also anecdotally as ‘that bunch of moaners’. Unsurprisingly, staff responded with their own hostility towards managers, leaders and other departments whom they felt ‘never listened and don’t get it’.
David Hain's insight:

How one Welsh Council Social Services department achieved a 74% improvement in KPIs in one year! HT Linda Narberth!

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Why agility pays

Why agility pays | Business change | Scoop.it
No one would expect sluggish companies to thrive. It’s equally reasonable to assume that success achieved through breakneck speed, without stabilizing processes and structures underfoot, will be hard to sustain over the long term. Yet some executives might not only reasonably maintain that speed and stability pull in opposite directions but also hypothesize that they may be negatively correlated. Our latest research, however, confirms that the opposite is true.
David Hain's insight:

McKinsey's Occupational Health Index on speed and stability mix, plus agile management practices. Interesting evidence.

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Ian Berry's curator insight, December 12, 2015 1:24 AM

I'm not at all surprised that role clarity ranks number 1. Replacing job descriptions with role clarity statements is a productivity and employee engagement increase winner with my clients

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Ten deadly business strategy myths

Ten deadly business strategy myths | Business change | Scoop.it

There is a great deal of misinformation on what a business strategy is and what it can or should achieve for a business. 
Sikander Shaukat of London Business School identifies ten myths which can have fatal commercial consequences.

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Social entrepreneurs engines for Sustainable Development Goals

Social entrepreneurs engines for Sustainable Development Goals | Business change | Scoop.it
Increasingly, leaders are being asked to challenge the status quo. These leaders — often disruptors — no longer target seed stage or individual impact investments. The most impactful leaders know that pilots do not lead to scaling or to sustainability.

Social entrepreneurs thrive at risk-taking and from learning rapidly about what doesn’t work. These are the sustainable, scale-oriented models and management teams that are best equipped to handle significant capital and to shift how these goals could actually be achieved — shifting from unsustainable and un-achieved to sustainable and achieved development goals.
David Hain's insight:

5 frames to start conversations about change needed to meet sustainable development goals, via @ReachScale.  Excellent!

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Even Millennials Need Middle Managers

Even Millennials Need Middle Managers | Business change | Scoop.it

Once again, middle managers appear to be on the wrong side of history.

We constantly hear that millennials—already the most-represented generation in the U.S. labour force—abhor conventional bosses. Many millennials reputedly believe that they are already task-competent and can work autonomously, guided by their own internal sense of purpose. Given the option of working at either a standard corporation or a lean startup, they’d overwhelmingly prefer the latter. If this were an accurate portrait of millennials’ attitudes, established firms looking to attract and retain top young talent would have no choice but to restructure accordingly: in particular, changing their hierarchical management style.

That’s the bad news for middle managers: Sooner or later (probably sooner), they will have to prove to employers that their value extends beyond their traditional functional responsibilities. But here’s the good news: The stereotypes about both millennials and middle managers shouldn’t be trusted. In the future of the corporation, evolved middle managers will have an essential role to play.

David Hain's insight:

'Middle managers are the unsung heroes of radical change.' ~ Quy Huy, INSEAD


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6 Strategies For Building A Culture of #Innovation

6 Strategies For Building A Culture of #Innovation | Business change | Scoop.it
With careful planning, successful companies are able to scale their culture of innovation with them.

Via Anne Leong, Ricard Lloria
David Hain's insight:

Innovation is essential in 21C, but how to do it is optional. Some options here.

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Leadership Principles for Agile Organizations

Leadership Principles for Agile Organizations | Business change | Scoop.it
Selena Delesie gave a keynote at the Agile Testing Days 2015 about leadership principles that she sees in successful agile companies; principles which are giving those companies a competitive edge.

InfoQ interviewed Selena Delesie about how leadership principles from Sir Richard Branson are related to the foundations of agile and asked her to explain principles that help organizations to gain a competitive edge and how companies can deploy agile to become more competitive
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Fear Not the Digital Vortex: Why Businesses Must Evolve

Fear Not the Digital Vortex: Why Businesses Must Evolve | Business change | Scoop.it
A recent report titled “Digital Vortex: How Digital Disruption Is Redefining Industries” from the Global Center for Digital Business Transformation predicted that 4 in 10 incumbent leaders across all industries will fall victim to the digital vortex in the next 5 years. But what is the “digital vortex?” It is, as Joseph M. Bradley explained in Cisco’s official blog, “the inevitable movement of industries toward a ‘digital center’ in which business models, offerings, and value chains are digitized to the maximum extent possible.”

While 40 percent of companies being consumed by the digital wave in five years sounds a bit aggressive, you can’t ignore the fact that there are massive changes in the way companies market, sell, recruit, and use technology to run their operations today. And these changes are transforming workplaces across every market. Other findings from the study show how digital disruption is being viewed by business leaders and what the possible repercussions may be of how they react.
David Hain's insight:

Disruption is inevitable - it's not whether but when. @danielnewmanUV helps you to get rid of the fear and get on the journey!

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An FBI Agent Shares 9 Secrets to Reading People

An FBI Agent Shares 9 Secrets to Reading People | Business change | Scoop.it
The ability to read others will greatly affect how you deal with them. When you understand how another person is feeling, you can adapt your message and communication style to make sure it is received in the best way possible.

But what should you be listening for? And what other signs can tip you off to what someone is thinking or feeling?

If you follow my column, you're familiar with LaRae Quy. LaRae, who spent 23 years as a counterintelligence agent for the FBI, now spends her time writing, speaking, and teaching others tips that she learned while working for the Bureau. Those tips provide valuable lessons for entrepreneurs, business owners, and everyone else. (You can read more of LaRae's advice in my previous articles "An FBI Agent's 5 Steps to Developing Mental Toughness" and "An FBI Agent's 8 Ways to Spot a Liar." Also make sure to check out her website.)

As LaRae put it well:

"You don't need to be a top-notch interrogator to figure out what is going on in someone's head. The signals are always there--all you need to do is know what to look for."

Here are her 9 tips for reading others:
David Hain's insight:

You can only get so far if you don't read people well. Here's how to do it, from a pro! @LaRaeQuy

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If You Think Big Data’s Challenges Are Tough Now…

If You Think Big Data’s Challenges Are Tough Now… | Business change | Scoop.it
By 2020, most new data will be generated not by people but by sensors and embedded, intelligent devices.

Via Alama, Fred Zimny
David Hain's insight:

Just when we thought we'd cracked the big data code...

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Gary Bamford's comment, November 20, 2015 2:53 AM
Its called real-time data - try nanosecond-level signal analysis, that's fun, or at least it was 20 years ago ;)
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Change Resistance Bingo

Change Resistance Bingo | Business change | Scoop.it
Change Resistance Bingo: print out the card below, hand it out during a meeting where the plan is discussed. When you hear a phrase that resembles a phrase on the card, tick the box. If you do not like the plan, use one or more of the phrases on the card. In that way you can both slow down the plan and win the Change Resistance Bingo. 
David Hain's insight:

Brilliant notion from @tomwhaak on change resistance. Funny and scary simultaneously!

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Change leadership interview: Holger Nauheimer - Leadership & Change Magazine

Change leadership interview: Holger Nauheimer - Leadership & Change Magazine | Business change | Scoop.it
What inspires you, as a leader,  consultant or coach? What lessons have you learned? One of Holger Nauheimer’s lessons was learning that doing less and trusting the process is the core skill of a change facilitator. His mission is to help leaders and organizations live the values that the world needs. Holger founded the annual conference “the Berlin Change Days” and has been a change leadership facilitator for more than 20 years. A collegial chat to recollect what we have learned and are still learning.
David Hain's insight:

“I believe that if we have better leaders we will contribute to a better world." ~ Holger Nauheimer.  Keep on keeping' on, Holger!

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Everything Hinges on the Narrative of Your Work

Everything Hinges on the Narrative of Your Work | Business change | Scoop.it

In The Art of Possibility, authors Rosamund Stone Zander and Benjamin Zander share an example of internal narrative and how it molds perception:

“A shoe factory sends two marketing scouts to a region of Africa to study the prospects for expanding business. One sends back a telegram saying,

SITUATION HOPELESS STOP NO ONE WEARS SHOES

The other writes back triumphantly,

GLORIOUS BUSINESS OPPORTUNITY STOP THEY HAVE NO SHOES

To the marketing expert who sees no shoes, all the evidence points to hopelessness. To his colleague, the same conditions point to abundance and possibility. Each scout comes to the scene with his own perspective; each returns telling a different tale. Indeed, all of life comes to us in narrative form; it’s a story we tell.”

On a primal level, we seek narrative because our minds are hardwired to sort chaos into order. We seek and desire stability of behavior, and it’s difficult for us to look at something and not immediately wrap a story around it. We create stories to give meaning.

How does this apply to work and what you do?

David Hain's insight:

What story do you tell yourself about the work you do? It can make all the difference.

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Kenneth Mikkelsen's curator insight, October 15, 2015 11:36 AM

On a primal level, we seek narrative because our minds are hardwired to sort chaos into order. We seek and desire stability of behavior, and it’s difficult for us to look at something and not immediately wrap a story around it. We create stories to give meaning.


How does this apply to work and what you do?

Dave Wood's curator insight, October 16, 2015 12:41 AM

So true. All coaching clients come with a narrative about their situation. Especially when the issue is in relationship to somebody else.  Then its a case of "what's your story about them". This is when visually mapping the stories can be so useful.

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Organizing for breakthrough innovation | McKinsey & Company

Organizing for breakthrough innovation | McKinsey & Company | Business change | Scoop.it
Roche, the worldwide pharmaceutical and diagnostics group based in Basel, Switzerland, has enjoyed an innovation run that would make most other large companies envious. On the back of an impressive record of scientific discoveries, the company is today the acknowledged leader in the industry’s most profitable category, cancer drugs. Over the past decade, its shares have been among the best performing in the sector. CEO Severin Schwan declares that Roche’s continued success will depend on its ability to replenish its pharma and diagnostics pipeline through further innovation breakthroughs. In this wide-ranging interview, he talks with McKinsey partner Joel Claret about how Roche structures its R&D, why he prizes employees who make tough decisions, and what investors with a long-term mind-set bring to the party.
David Hain's insight:

The Roche approach to innovation, by its CEO.

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The X Factor for Change Management

The X Factor for Change Management | Business change | Scoop.it
You can know the words and play the right chords, but is it enough to separate you from the crowd?? Simon Cowell looks for the ‘X Factor’; that special element that sets a performer apart from thousands of competitors. Beyond skill, he considers attitude, adaptability, audience sensitivity, and responsiveness to judges’ feedback. is the X Factor in Change Management?


Is it enough to know The Standard for Change Management, which encompasses every leading practice? Senior practitioners say ‘No’ in a  recent survey.



David Hain's insight:

Making change happen needs innate skills that are challenging more than models and frameworks, survey says. I agree.

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Home to Personal Value, the value we create through our actions and choices - Seratio

Home to Personal Value, the value we create through our actions and choices - Seratio | Business change | Scoop.it
Personal Value
We need to rebalance wealth and good citizenship; to recognise the true value of life and what makes us human. What’s your Personal Value?


Personal Value is the value we create in our actions and choices that affect both our own lives, and the lives of others, now, and in the future.


Join 1 Million others. Click to get your free Personal Value score

David Hain's insight:

What's your personal value? Find out here!

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Toward a Coherent and Self-Sustaining Innovation Framework | Innovation Management

Toward a Coherent and Self-Sustaining Innovation Framework | Innovation Management | Business change | Scoop.it
Innovation leaders today don’t have an easy job. Tasked with bringing Innovation to their organization, they often face a variety of interpretations of innovation throughout the organization, a lack of comprehensive understanding of what innovation really entails, and what it requires to truly embed innovation in a way that it sustains itself.
To equip innovation leaders with tools for communicating about innovation requires a coherent and comprehensive framework that allows them to have conversations about innovation with the various stakeholders in the organization.

The following framework aims to provide a clear understanding of the content and the context for self-sustaining innovation. It outlines three levels of innovation:

Project Innovation
Continuous Innovation
Self-Sustaining Innovation
They are not exclusive, rather build on top of each other. Project and Continuous Innovation are mostly concerned with content, while context is the key element for self-sustaining innovation. In order to create self-sustaining innovation in your organization it is essential to und
David Hain's insight:

Innovation as an emergent phenomenon - Philip H Horvath. Light small fires, apply wind, and eventually they will become an inferno!

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The Art of Persuasion in a Multicultural World

The Art of Persuasion in a Multicultural World | Business change | Scoop.it
Most people are capable of practicing both principles-first and applications-first reasoning, but your habitual pattern of reasoning is heavily influenced by the kind of thinking emphasised in your culture’s education structure.


The moral is clear. Presenting to Londoners or New Yorkers? Get to the point and stick to it. Presenting to Belgians, Spaniards, or Germans? Spend more time setting the parameters and explaining the background before jumping to your conclusion.
Read more at http://knowledge.insead.edu/blog/insead-blog/the-art-of-persuasion-in-a-multicultural-world-3451#G2uUU8IGlaakYWtA.99

David Hain's insight:

Want change globally in your organisation? Learn a bit of philosophy!

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Leadership Myth Busting

Leadership Myth Busting | Business change | Scoop.it
In his book, Leading from the Emerging Future, Otto Scharmer speaks to three pervasive leadership myths that reinforce the status quo that we observe around us. They sound like sensible propositions, but all of them send us in the wrong direction:
David Hain's insight:

For leaders trying to make and sustain change, 3 misconceptions to avoid - and 1 key skill to cultivate!

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The Soul of the Transformation Agent - YouTube

Whether we are change facilitators, leaders, teachers, parents, or lovers - we act as transformation agents. In the keynote of the Berlin Change Days 2015, Holger Nauheimer reflects on the skills we can develop and the responsibility for the world that comes along with our ability to help systems transform.

David Hain's insight:

Passionate talk on what lies (literally) at the heart of change. 

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The essentials of innovation | McKinsey & Company

The essentials of innovation | McKinsey & Company | Business change | Scoop.it
Why are some big companies simply better innovators? In this first episode of the McKinsey Podcast, the leaders of McKinsey’s innovation practice, Erik Roth and Nathan Marston, talk with the editor-in-chief of McKinsey Quarterly, Allen Webb, about the strategic and organizational factors that distinguish successful innovators—and why having a chief innovation officer isn’t usually the best way to go.
David Hain's insight:

McKinsey talk innovation!

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Rudy Baer's curator insight, November 25, 2015 6:38 AM

Your look for duplex project, make sure to find the right property provider in Australia. There are many duplex projects offered, but choose wisely.

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Innovative Leaders Transformation Model

Innovative Leaders Transformation Model | Business change | Scoop.it
“Today any company that isn’t rethinking its direction at least every few years—as well as constantly adjusting to changing contexts—and then quickly making significant operational changes is putting itself at risk. But, as any number of business leaders can attest, the tension between needing to stay ahead of increasingly fierce competition and needing to deliver this year’s results can be overwhelming.”

— John P. Kotter, “Accelerate!”, Harvard Business Review, November 2012
Accelerating change continues to impact every facet of business. To thrive long term, business leaders must make implementing change a core competency in order to capitalize on our changing world instead of merely trying to adapt to it.
David Hain's insight:

Taking a more holistic approach to transformation - a synthesised model.

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The 3 Levels of Narrative

The 3 Levels of Narrative | Business change | Scoop.it
In the old world, organisations wrote stories and did them to people: in the Social Age, those stories should be co-created and co-owned. The organisation may frame them, may create a narrative space, but the detail, the story itself, should be collaborative. Why? Because everyone should have a voice if we want them to be invested in it’s success. Because every voice helps us with our ‘sense making’ process.

Via Edumorfosis, steve batchelder, malek
David Hain's insight:

I commend the evolving work of @julianstodd to anyone interested in making change wrk in 21C!

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Why Do We Resist Change?

Why Do We Resist Change? | Business change | Scoop.it
Because we’re deluded!

We all delude ourselves about our achievements, our status, and our contributions. We

Overestimate our contribution to a project;
Have an elevated opinion of our professional skills and standing among our peers;
Exaggerate our project’s impact on profitability by discounting real and hidden costs.
Many of our delusions come from our association with success, not failure. We get positive reinforcement from our successes and we think they are predictive of a great future.
David Hain's insight:

Change - what got you here can also stop you from getting there!

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HCSC Drives Change with Relationship Data - HRE Daily

HCSC Drives Change with Relationship Data - HRE Daily | Business change | Scoop.it

A data The data, analyzed in Syndio’s cloud base, alerted Betts to key connectors in the company who might not have the skills necessary to drive the change he was looking for, but who could potentially bring the organization to its knees because of his or her social-connectivity strength.

David Hain's insight:

A data-driven approach to change - mini case.

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