Business change
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To Change the World, Fear Means Go

To Change the World, Fear Means Go | Business change | Scoop.it
It's exactly the advice your mother didn't give you, unless your mom was a rule-breaker like my mine. Fear means go. This was one of my mom's favorite principles.

Via Jesse Jacoby & Emergent
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Business change
Getting ahead of the curve in business
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Six symptoms your organization is killing innovation

Six symptoms your organization is killing innovation | Business change | Scoop.it
The empirical model developed by IDEO, with the six innovation vectors, shed light on what drives innovation at organizational level. Insights and understanding from the framework can be used to spot symptoms of killing innovation in a specific organization.

David Hain's insight:

Some innovation diagnostics to pay attention to!

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IBM Has Created A Revolutionary New Model For Computing 

IBM Has Created A Revolutionary New Model For Computing  | Business change | Scoop.it
In the coming years, IBM will be working with clients, such as those in the firm’s analytics practice, to develop specific applications based on the TrueNorth chips. It is also developing a network of partners to help create next generation products in areas like robotics, medical imaging and autonomous cars.
For the rest of us, the neomorphic chip revolution will be mostly invisible—few of us will ever see one or recognize it if we did—but we will notice a change in how we work with technology. Rather than hyper-rational calculating machines, computers will think more like we do and help us to collaborate more effectively—with each other and machines.
The future of technology is all too human.
David Hain's insight:

Can technology hack and harness the human brain? That would be some disruptor!

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Guiding the Organizational Change Journey

A Hero's Journey perspective on guiding organizational change and transformation and comparison to traditional change management approaches, including aspects of motivation, emotions, positive focus and alignment with the organization's core ideas and strategy. Extensive use of organizational change journey mapping and narratives in leadership. A proposal for epic servant leadership as the ideal guide for organizational change journeys.
David Hain's insight:

Really useful take from Arturo Bencosme on how too use the hero's journey as a change strategy. Love it!

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Daniel Tremblay's curator insight, March 14, 7:55 AM
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Ozymandias - Making Change Endure

Ozymandias - Making Change Endure | Business change | Scoop.it
I remember earlier in my career taking on a role with an agenda and  personal purpose to create a specific set of changes in that organisation. For the first 18 months, great progress was made. Then things changed. I watched as most of the change we had created was unwound. Why it unwound matters little. It was eroded piece by piece.

The Slinky of Change

Not surprisingly, I was disappointed. It seemed so much progress had been lost. It had felt like we were close to the end. I did not relish starting again. 

Change takes determination and commitment. I started pushing again for the needed changes. To my surprise, I discovered what I had seen as a rollback was actually a spiral. We rolled back, around and up. The new efforts to drive change began further back than we achieved.  However we had made progress.  We began again higher up as if we had ascended a spiral, a slinky of change.
David Hain's insight:

The 'slinky' of change - I think this is a nice representation by Simon Terry!

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Organizational Transfusion, not Transformation – Work Futures

Organizational Transfusion, not Transformation – Work Futures | Business change | Scoop.it
Consider this recent piece by McKinsey, entitled The people power of transformations. It seems that despite the help of organizations like McKinsey, organizations are no better today at ‘overhauling thier performance and operational health’ than ten years ago. Why?
David Hain's insight:

A bit of a rant about so-vcalled 'transformations'. Scores some hits!

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A Strategist’s Guide to Industry 4.0

As World Economic Forum founder Klaus Schwab put it in his recent book The Fourth Industrial Revolution (World Economic Forum, 2016), “Contrary to the previous industrial revolutions, this one is evolving at an exponential rather than linear pace.… It is not only changing the ‘what’ and the ‘how’ of doing things, but also ‘who’ we are.”

A small group of companies — 71 of the respondents to our survey, representing only 4 percent of the total — have chosen to lead the way. These “first movers” say they have invested 6 percent or more of their revenues since 2013 in Industry 4.0 efforts, and also claim high levels of digitization and competitive advantage. They appear to be finding rapid payoffs in efficiency, cost savings, and opportunities for innovation; more than half are among the group expecting to see rapid business returns on their investments.

David Hain's insight:

Useful overview of the next industrial revolution - the move to digital. Well the last 3 were pretty spectacular, this may be more so! 

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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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VR is disrupting the retail industry – but not in the way you might think

VR is disrupting the retail industry – but not in the way you might think | Business change | Scoop.it
Virtual reality is being talked about a lot right now. Depending on who’s doing the talking, VR is either on its way to change the future as we know it, or it’s on a path toward another 90’s era extinction. Whether or not VR will make its way into consumer’s living rooms any time soon remains to be seen—in the gaming world, it’s an amazing technology but comes at a hefty price. In other industries, however, VR has already make waves when it comes to creating a learning space. We’ve seen how VR can help doctors practice medical procedures without the risk; how it can take children into the solar system; and how it helps people in different cities, countries or continents view real estate without hopping on a plane.

For those of us in the retail space, virtual commerce--or "v-commerce"--is a term you can’t get away from. We’re seeing clothing companies using it to try out virtual dressing rooms, or as a way to bring shoppers into the store with VR marketing campaigns. It’s very possible consumers will be able to shop for their weekly groceries all within a virtual space, much like they shop online now, but with the ability to actually pick up products and walk around a virtual store. This has huge potential for home décor, as we’ve seen with Ikea, and for making large purchases that wouldn’t normally be purchased online.  
David Hain's insight:

More digital disruption - this time Virtual Reality in retail!

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7 Compelling Reasons for Change Management Deployment

7 Compelling Reasons for Change Management Deployment | Business change | Scoop.it
A sample of over 200 business leaders and change managers attending a webinar on Enterprise Change Management provided their articulation of the ECM Value Proposition by completing the following statement:

 

"We, as an organization, should work to embed change management and build organizational capabilities and competencies because..."
 

Their responses fell into seven main themes:

Driving more successful change - Data and experience show that effective change management drives greater benefit realization and achievement of results and outcomes. Building change management capabilities means greater success on critical projects and initiatives.
Handling the amount of change occurring - Given the amount of and frequency of change occurring in organizations today, becoming better at implementing change is essential.
Addressing the costs of poorly managed change - Many organizations have examples, or even a legacy, of changes that were poorly managed, did not deliver results and created stress and confusion in the organization. Under-delivering on change is not tolerable going forward.
Aligning organizational practice with organizational values - This case is particularly relevant for organizations that espouse the importance and value of their people.
Preparing the organization for the future - The horizon for many organizations, and even industries, includes significant changes that are necessary to remain competitive and successful.
Creating consistency and efficiencies in approach - Change management practices across an organization can be more effective when there is a standard approach in place.
Building needed internal capabilities - Change management is viewed as an essential organizational capability and individual competency for employees.
Below are real responses from webinar attendees for each of the themes, along with complimentary data and findings from Prosci's benchmarking research:
David Hain's insight:

Where change management is at, from organisational practitioners...

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120 Machine Learning business ideas from the latest McKinsey report.

120 Machine Learning business ideas from the latest McKinsey report. | Business change | Scoop.it
Machine learning is on the edge of revolutionizing those 12 sectors. Most leaders in those industries look at Machine Learning and see a non-stable, none viable technology in the short term. They are wrong. This will allow technological Entrepreneurs to disrupt them.
David Hain's insight:

Rise of the Machines - part 473! It's already happening - think it through! This might help...

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New Study Finds Most Leaders Unprepared to Meet the Demands of Digital Disruption

New Study Finds Most Leaders Unprepared to Meet the Demands of Digital Disruption | Business change | Scoop.it
A new report, Redefining Leadership for a Digital Age, presents findings from a global survey of more than 1,000 executives across 20 different sectors.

In turbulent times, leaders are caught in a technology-change vortex that is drawing in whole industries and creating disruption on an unprecedented scale. An eye-watering 92% of leaders said they are feeling the effects of digital disruption, with one-third rating the impact of digital disruption on their companies as "very significant."

Despite the quickening pace of digital innovation, less than 15% of leaders said that they were "very prepared" to meet the demands of a digitally-disrupted business environment. The majority of participants (almost 80%) indicated that they were "starting preparations" or were "fairly prepared" to tackle digital disruption.

The research further reveals:

Less than 20% of respondents indicated that digital technologies such as analytics, mobile and social media are fully integrated into their organisations
30% of respondents either rarely or only occasionally use digital tools and technologies
In light of the clear understanding of the importance of digitisation, the report outlines the following "HAVE" competencies as the most important success criteria for leaders facing a landscape characterized by digital disruption:

David Hain's insight:

We're getting disrupted like it or not - and most of us appear not to! Some tactics to get on board here...

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Jose Luis Yañez's curator insight, March 8, 5:41 AM
New Study Finds Most Leaders Unprepared to Meet the Demands of Digital Disruption
 
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The Right Way to Share Your Strategy

The Right Way to Share Your Strategy | Business change | Scoop.it
A CEO client of mine asked me to look at his company’s new strategy, and he sent over a 44-page PowerPoint presentation. When I got to slide six, I called him and confessed, “I don’t know what you want them to think, feel, or do differently.”

When it comes to bringing your strategy to life, words alone won’t do it, especially when you use too many words. Employees will not understand where to focus their attention because you have failed to focus their attention.

The image above illustrates a different approach; I call it Strategy Visualization. It’s a single image that captures a process, a strategy, or almost anything else that needs to be clarified, communicated to vastly different audiences, or perhaps in multiple languages.

David Hain's insight:

How many worthy strategy documents are gathering dust? Here's  an approach that addresses that.

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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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Rescooped by David Hain from Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here)
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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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