You are the content you publish.
Sign up with Facebook
Sign up with Twitter
I don't have a Facebook or a Twitter account
Start a free trial of Scoop.it Business
Social media can help accelerate the needed cultural changes internally. Organizational culture change in a digital era
Social media can have a great impact in creating experiences that develop organisational culture.
Are you sure you want to delete this scoop?
Customers want a quick and seamless digital experience, and they want it now. A McKinsey & Company article.
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:
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.
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?”
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.
Reasons to be cheerful?
Optimism has real power
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.
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.
The Great Transformation for Economic growth is getting leaders to change habits and do it right...
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.
See the wood through the trees during business transition efforts by focussing on 3 things.
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.
"Outputs are important products, services, profits, and revenues: the What. Outcomes create meanings, relationships, and differences: the Why." ~ @dscofield
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.
Good case study by Manfred Kets de Vries on high performance team intervention to bring about change from dysfunctionality.
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.
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.
About change management and transformation...
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.
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.
The new requirement for leadership success? Change Management.
Does anyone have change for a "pair of dimes"?
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?
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.
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
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.
People don't believe what you say, but what you do. Being the change is the only option...
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.
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.
True innovation requires doing something in a way that has never been done before - here's a great example.
Business is, by its very nature, uncertain. You cannot embrace it and fully invest yourself into it if you expect a negative outcome!
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.
Vast differences in digital maturity of leadership, says IBM.
Want a competitive edge? The key is all about the way a company manages change. Today, there are two competencies for managing change effectively.
These days, we're more likely to receive our incomes in different ways during our careers. Prepare yourself for opportunity with these tips.
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.
"Only by employing people who think and act differently will we be prepared to handle the challenges of 21C" ~ SAP. Refreshing!
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.
Top talent needs - to learn, to have impact and to become. Ignore at your peril.
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.
Middle managers are critical to change, but they have to believe what is done, not what is said!
How are you getting closer to your customers?
14 brands illustrate a clear shift in brand success - and a clear shift in thinking.
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.
Check out the Edelman Trust Barometer - is the trust gap really closing?
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?