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Business change
Getting ahead of the curve in business
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Organizational culture change in a digital era

Organizational culture change in a digital era | Business change | Scoop.it
Social media can help accelerate the needed cultural changes internally. Organizational culture change in a digital era
David Hain's insight:

Social media  can have a great impact in creating experiences that develop organisational culture.

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Can you Change your Company Culture? | Supports...

Can you Change your Company Culture? | Supports... | Business change | Scoop.it
Can you Change your Company Culture? on Supports for Leadership curated by Mark E. Deschaine, PhD (Can you Change your Company Culture?
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Accelerating the digitization of business processes | McKinsey & Company

Accelerating the digitization of business processes | McKinsey & Company | Business change | Scoop.it
Customers want a quick and seamless digital experience, and they want it now. A McKinsey & Company article.

Via Marylene Delbourg-Delphis
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Organizations don't change. People do - or they don't

Organizations don't change. People do - or they don't | Business change | Scoop.it

One of the biggest mistakes you can make in initiating major company changes is to expect that everyone’s reaction will be even remotely like yours. Regardless of the catalyst for the change, it will be your employees who determine whether it successfully achieves its desired outcome.

Organizations don’t change. People do – or they don’t. If employees don’t trust leadership, don’t share the organization’s vision, don’t buy into the reason for change – there will be no successful change – regardless of how brilliant the strategy.

You can’t lead change if you don’t understand your employees. And the best way to do that is to start thinking like your employees. So better start asking yourself these questions:

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Collective Genius at Google

Collective Genius at Google | Business change | Scoop.it

Building the next-generation system—and the next one, and the one after that—was the job of the systems infrastructure group. It had to create the new engine room, in-house, while simultaneously refining the current one. Because this was Coughran’s top priority—and given that he had led the storied Bell Labs and had a PhD in computer science from Stanford and degrees in mathematics from Caltech—one might expect that he would first focus on developing a technical solution for Google’s storage problems and then lead his group through its implementation.

But that’s not how Coughran proceeded. To him, there was a bigger problem, a perennial challenge that many leaders inevitably come to contemplate: How do I build an organization capable of innovating continually over time? Coughran knew that the role of a leader of innovation is not to set a vision and motivate others to follow it. It’s to create a community that is willing and able to generate new ideas.

David Hain's insight:

For leaders, the question should not be  “How do I make innovation happen?” but, rather, “How do I set the stage for it to happen?”

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Why Optimism Makes us Superhuman (Well, almost…)

Why Optimism Makes us Superhuman (Well, almost…) | Business change | Scoop.it

Remove your shin guards and knee pads! Being an optimist is the key to invincibility. Well, almost.

Despite our best efforts to improve our health through sports and exercise, we’re at a constant risk of injury. But what if injury could be controlled by personality traits? Let’s dive into the health benefits of optimism.


Via Anne Leong, Sandeep Gautam
David Hain's insight:

Reasons to be cheerful?

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Sandeep Gautam's curator insight, May 24, 12:03 AM
The many benefits of optimism......prevent and heal injuries by having a positive mindset.
Nikki Streatfield's curator insight, May 26, 4:30 AM

Optimism has real power

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Better #Management Could Spur a New Era of Economic Growth

Better #Management Could Spur a New Era of Economic Growth | Business change | Scoop.it

What if managers changed their approaches and got that set of rules right? Could they unlock all the energy being held in check?  Could we collectively innovate in the practice of management so much that we ushered in a new era of growth – something we might call the Great Transformation?

 

First post in a series of perspectives on the HBR Blog by leading thinkers participating in the Sixth Annual Global Drucker Forum, November 13-14, 2014  in Vienna.

 


Via Kenneth Mikkelsen, Ricard Lloria
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Kenneth Mikkelsen's curator insight, May 16, 7:33 AM

Richard Straub and Julia Kirby argues that there's more to progress than technological innovation. There's so many low-hanging fruit remains to be plucked from innovations in management. 


I encourage you to follow Richard and Julia on Twitter here: @rstraub46 and @JuliaKirby.


Jerry Busone's curator insight, May 17, 5:30 AM

The Great Transformation for Economic growth is getting leaders to change habits and do it right...

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Time, talent, and relationships

Time, talent, and relationships | Business change | Scoop.it

Deloitte’s research and insights from its transition labs suggest there are three fundamental resources that executives must manage during a transition: time, talent, and relationships. Focusing on these three resources can help you cut through the inherent bustle of an executive transition and unlock your organization’s potential.

David Hain's insight:

See the wood through the trees during business transition efforts by focussing on 3 things.

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Outcomes Trump Outputs

Outcomes Trump Outputs | Business change | Scoop.it

What’s the difference between outputs and outcomes? Some think the question is merely semantics, or that the difference is simple: outputs are extrinsic and outcomes intrinsic. I think otherwise; the difference between outputs and outcomes is more fundamental and profound.

David Hain's insight:

"Outputs are important products, services, profits, and revenues: the What. Outcomes create meanings, relationships, and differences: the Why." ~ @dscofield

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Group Coaching: Tipping Points for Change

Group Coaching: Tipping Points for Change | Business change | Scoop.it

These days, many senior executives struggle with the problem of getting things done. They know that they need to get everyone, from top to bottom on board to make their organisations work, but they don’t know how to really go about it. They don’t know how to achieve matrix-like alignment for strategy execution.

Without the presence of a team culture, executives do things their own way, often resulting in uncoordinated, even conflicting decisions and actions. If people behave like ships passing in the night, they may act in ways that are not in the best interest of the organisation or themselves. It’s here where group coaching can make a difference, ensuring that everyone within the organisation can see and internalise the direction for the business and know how their job fits within the “Big Picture”.

Having gone through a group coaching process, participating executives become aware that they are not at the mercy of life’s vicissitudes - they have choices. By seeing things in perspective, and realising there are other ways to deal with life’s adversities, the group as a team can co-create a better future.



David Hain's insight:

Good case study  by Manfred Kets de Vries on high performance team intervention to bring about change from dysfunctionality.

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Strategic principles for competing in the digital age | McKinsey & Company

Strategic principles for competing in the digital age | McKinsey & Company | Business change | Scoop.it
Digitization is rewriting the rules of competition, with incumbent companies most at risk of being left behind. Here are six critical decisions CEOs must make to address the strategic challenge posed by the digital revolution. A McKinsey Quarterly article.
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The New York Times Innovation Report

The New York Times Innovation Report | Business change | Scoop.it

It's an astonishing look inside the cultural change still needed in the shift to digital — even in one of the world's greatest newsrooms. Read it.



Via Kenneth Mikkelsen
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Olivier Arnould's curator insight, May 19, 11:13 PM

About change management and transformation...

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Every Leader Must Be A Change Agent Or Face Extinction

Every Leader Must Be A Change Agent Or Face Extinction | Business change | Scoop.it
In a workplace infused with top down, hierarchical, departmental silos, change management is the new requirement for leadership success. With a market comprised of fickle consumers and workplaces brimming with employee identity crises, leadership success requires more patience, poise, and time-to-think – and the ability to seamlessly connect the dots of opportunity. The marketplace requirements to compete are evolving so quickly that leadership is struggling to stay ahead of the course; unsuccessful efforts to be proactive and sustain organizational readiness will come at an extremely high cost. As such, the demand for leadership that is willing and capable of tackling change management head-on – already in short supply – is at a premium. Leadership in the 21st century not only requires the ability to continuously manage crisis and change – but also the circular vision to see around, beneath and beyond the obvious in order to anticipate the unexpected before circumstances force your hand. As you embark upon your change management journey, here are ten things that will challenge your capabilities as a change agent and potentially become defining moments along your leadership success path.

Via Anne Leong, Wise Leader™
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Lansana Gagny Sakho's curator insight, May 11, 11:47 AM

The marketplace requirements to compete are evolving so quickly that leadership is struggling to stay ahead of the course; unsuccessful efforts to be proactive and sustain organizational readiness will come at an extremely high cost.

Susan Taylor's curator insight, May 12, 5:47 AM

The new requirement for leadership success?  Change Management.

Pamela Perry King's curator insight, May 27, 10:34 AM

Does anyone have change for a "pair of dimes"?

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Cutting costs won't transform your business, try these eight tips instead

Cutting costs won't transform your business, try these eight tips instead | Business change | Scoop.it
Most companies that try to remake themselves fail miserably, a study found, because they stop at simply cutting costs (RT @RogerNyffeler: 75% of transformations fail. What differentiates the 25% that succeed?

Via Rami Kantari, Carolyn Williams
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Frank Wander's curator insight, June 6, 5:55 AM

Cost cutting is a race to the bottom.  Unless companies learn how to build high performing cultures, with a focus on both the talent and company flourishing, top line growth will remain elusive.

Andrew Spence's curator insight, June 8, 2:00 AM

The consultants identified eight factors that seem crucial for success. Not every factor showed up in every successful transformation, but most were usually present: (4 that resonated with my experience)

#1. Turning the page

#2. Creating a new vision

#4. Staying committed

#6. Adapting approaches

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You Can’t Delegate Change Management

You Can’t Delegate Change Management | Business change | Scoop.it
Many managers, even at the most senior levels, don’t fully appreciate the difference between announcing a major change initiative and actually making it happen.
David Hain's insight:

People don't believe what you say, but what you do. Being the change is the only option...

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Return on Optimism: Business as an act of positive thinking

Return on Optimism: Business as an act of positive thinking | Business change | Scoop.it

Many of us give up every day when we focus on the barriers instead of looking at what we can accomplish. For much of my life, I’ve been quite good at seeing these barriers.

  • I’ve focused on the information I still need rather than what can be accomplished with the information I have.
  • I’ve bemoaned the limitations of an aggressive timeline instead of seeing it as an opportunity to do something positive more quickly.

In short, I’ve been a pessimist. My outlook has kept me from fully investing myself into my work. Over the last few years I’ve worked to change that, to value forward progress far more than perfection and to see ambiguity as an opportunity for more creativity. Change isn’t easy, but I am starting.

I’ve had the privilege to work with a team at Xerox over the last few months on a marketing program that has included a look at the benefits of optimism in business. What I’ve learned has been changing my perspective for the better.

I’ve included quotes below from two of the experts we worked with on this project. Perspective from them and others is available as part of Xerox’s Return on Optimism site.


David Hain's insight:

True innovation requires doing something in a way that has never been done before - here's a great example.

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John Michel's curator insight, May 28, 5:13 AM

Business is, by its very nature, uncertain. You cannot embrace it and fully invest yourself into it if you expect a negative outcome!

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CMOs are still struggling with digital transformation says IBM

CMOs are still struggling with digital transformation says IBM | Business change | Scoop.it

CMOs around the world are struggling — and probably failing — to keep up with the demands of the rapidly evolving commercial landscape. In many ways things have decayed over the last three years, according to a study released by the IBM institute for Business Value.

But there is good news for those who have mastered the digital arts: they are pulling ahead of their peers financially.

David Hain's insight:

Vast differences in digital maturity of leadership, says IBM.

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High Performing Organizations Manage Change Well

High Performing Organizations Manage Change Well | Business change | Scoop.it
Want a competitive edge? The key is all about the way a company manages change. Today, there are two competencies for managing change effectively.
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Embrace Change: The 4 Skills Needed to Reinvent Yourself

Embrace Change: The 4 Skills Needed to Reinvent Yourself | Business change | Scoop.it
These days, we're more likely to receive our incomes in different ways during our careers. Prepare yourself for opportunity with these tips.

Via the Change Samurai
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The Dandelion Principle: Redesigning Work for the Innovation Economy | MIT Sloan Management Review

The Dandelion Principle: Redesigning Work for the Innovation Economy | MIT Sloan Management Review | Business change | Scoop.it

Like weeds in a green lawn, people who are “different” — whether behaviorally or neurologically — don’t always fit into standard job categories. But if you can arrange working conditions to align with the abilities of such individuals, they can add significant value.

David Hain's insight:

"Only by employing people who think and act differently will we be prepared to handle the challenges of 21C" ~ SAP. Refreshing!

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Should I Look For Another Job?

Should I Look For Another Job? | Business change | Scoop.it

Barry Deutsch (@Barry_at_IMPACT)~

We teach CEOs and key executives in our workshops to understand top talent job search motivations to help them make better hiring decisions. These same concepts can be applied as a job seeker. In our job search book, titled “This is NOT the Position I Accepted”, we call the framework for deciding when it’s time to leave your job: The LIB Curve.

David Hain's insight:

Top talent needs - to learn, to have impact and to become. Ignore at your peril.

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From Adaptation into Engagement by Luis Suarez

From Adaptation into Engagement by Luis Suarez | Business change | Scoop.it

While most people out there would consider that middle managers are the main hurdle or obstacletowards the successful adaptation of businesses to this new way of hyperconnected, networked, smarter work, through social networks, here I am thinking, instead, they are your best ally beyond the first and second wave of “early adapters”. Most people may not realise about this, but middle managers are the social bridges within organisations. They are well connected to people down the trenches, while, at the same time, they keep close ties with those on the top. They essentially talk to both groups. They understand the needs and wants from both groups. They know, very well, how to get the most out of each of them, and if they have traditionally been perceived as rather static, hierarchical and overall disengaged, is because they have always been perceived as the main problem, when they are eventually the solution.

David Hain's insight:

Middle managers are critical to change, but they have to believe what is done, not what is said!

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Whoever Gets Closest To Their Customer Wins | The Story of Telling

Whoever Gets Closest To Their Customer Wins | The Story of Telling | Business change | Scoop.it
How are you getting closer to your customers?
David Hain's insight:

14 brands illustrate a clear shift in brand success - and a clear shift in thinking.

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The Trust Agenda

The Trust Agenda | Business change | Scoop.it

The world in which we live and work is being redefined by five global trends: technological advances, demographic changes, global economic shifts, urbanization, and resource scarcity and climate change. These trends have far-reaching and often interrelated effects on society. 


The impact of these trends is radically changing society’s expectations of business. And the extent to which a business behaves in line with these expectations determines how trustworthy it is perceived to be. Trust is pivotal because it is the basis of every human relationship, every transaction, and every market. Trustworthiness is the foundation of a business’s “license to operate” in any region or industry.

David Hain's insight:

Check out the Edelman Trust Barometer - is the trust gap really closing?

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How Samsung Gets Innovations to Market

How Samsung Gets Innovations to Market | Business change | Scoop.it

Let’s say you’re working in a new market, far away from headquarters, and you need to get approval for an initiative that is somewhat outside the company’s current strategy. What do you do?


Via Kenneth Mikkelsen
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