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What Works in the New Metropolis: The New Urban Pioneers

What Works in the New Metropolis: The New Urban Pioneers | Change Leadership Watch | Scoop.it

Meet the official in Chattanooga who built the fastest internet in the western hemisphere, the technocrat who revolutionized public transportation in Helsinki, the Berkeley professor who’s creating 3-D data maps of how cities work and more.

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Singapore, ...first drafted its plan in the 1960s...followed so closely and creat[ing] such an economic powerhouse that the city-state now exports its urban know-how...created an economy unto itself.
_______________________



As Adie Tomer and Robert Puentes, fellows at the Brookings Metropolitan Infrastructure Initiative, put it: “It all starts with cities making a concerted effort to understand who they are and where they want to go.” Singapore, for example, first drafted its plan in the 1960s, and it has been followed so closely and created such an economic powerhouse that the city-state now exports its urban know-how, hosts conferences about planning, and assists cities around the world with their infrastructure issues—for a price. The plan, in other words, has created an economy unto itself.


_______________________


… in smaller urban areas, businesses often grow even faster than ….than in a vast metropolitan region, where they are one among many.

_______________________


 

For another approach...visit Edmonton, Alberta. Its City Vision 2040 program breaks down city planning into six categories (finance, green, grow, live, move, and prosper), and then looks at what works and doesn’t work. ....it considers all aspects of expansion, from the impact on Edmonton’s neighboring municipalities to current patterns of development, transportation, and land use. The Municipal Development Plan is debated publicly...different views and more ideas are brought to the table. .... transparency makes it easier for the public to buy into a plan for their city’s future.
 

The builders of smart cities have also learned....a single building or neighborhood might serve as the best test bed for trying out ideas. Boston’s Innovation District is one such example. There, 1,000 acres of South Boston waterfront has become its own talent draw, providing affordable office space, services such as Internet and office supplies and networking events.


... these special districts is that they can exist and thrive in cities large and small. In fact, in smaller urban areas, businesses often grow even faster than they would in a vast metropolitan region, where they are one among many.

 

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Deb Nystrom, REVELN's insight:

Yes, planning can work, and the idea of small implementation pilots has long been a good one in these case study examples. Note that one city's plan, does not a template make, but can serve as useful lessons noting that culture, beliefs and behaviors could vary significantly from one area to another.  ~  D

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Doing Well by Doing Good: Michigan's Fave Food Brand Converts $50 Mil Business Into Worker-Owned Co-Op

Doing Well by Doing Good: Michigan's Fave Food Brand Converts $50 Mil Business Into Worker-Owned Co-Op | Change Leadership Watch | Scoop.it
Zingerman's Community of Businesses is a staple of Ann Arbor, and it's achieved great success through highly unorthodox practices.


The flagship deli, founded in 1982, is now just one of nine businesses in the Zingerman's Community of Businesses, which also includes a bakery, creamery, candy company, and restaurant.


These businesses are founded on a unique philosophy without traditional business hierarchy.  Zingerman's emphasize collective decision-making.  [Now] ...the company is on track to make $50 million this fiscal year.


A worker co-op is an old business model that has seen renewed interest post-recession due to a lack of investors creating jobs in communities.


Zingerman's has been focused on getting its employees to think like owners long before hard economic times.

Deb Nystrom, REVELN's insight:

Employees who think as owners?   What a concept - that's been around for ages, just not implemented widely.  Here's why it is working, from the article:

   

  • Open-book management:  even the lowest-level employee will work better if they know how the company is doing financially and should have a stake in its success.
        
  • Weinzweig and the 17 other partners, who act as managers, want to find a way to get employees involved in the consensus, rather than just sitting in to ask questions and offer insight. ....Essentially, that could give someone like [a] new part-time employee as much voting power as the CEO.
        
  • Weinzweig thinks that traditionally managed organizations, in which executives operate in a different sphere from their employees, "are operating with about 5% of their intellectual and creative capital, which really doesn't make sense."
    
It's a competitive, global world now, and traditional management, born out of the wide open markets of the industrial age, are no longer as competitive without the insights of all stakeholders, especially staff / employees.
    
~  Deb
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Deb Nystrom, REVELN's curator insight, June 20, 4:33 PM

As I commented originally on Change Leadership Watch:  Employees who think as owners?   What a concept - that's been around for ages, just not implemented widely.  Here's why it is working, from the article:

   

  • Open-book management:  even the lowest-level employee will work better if they know how the company is doing financially and should have a stake in its success.
        
  • Weinzweig and the 17 other partners, who act as managers, want to find a way to get employees involved in the consensus, rather than just sitting in to ask questions and offer insight. ....Essentially, that could give someone like [a] new part-time employee as much voting power as the CEO.
        
  • Weinzweig thinks that traditionally managed organizations, in which executives operate in a different sphere from their employees, "are operating with about 5% of their intellectual and creative capital, which really doesn't make sense."
    
It's a competitive, global world now, and traditional management, born out of the wide open markets of the industrial age, are no longer competitive without the insights of all stakeholders, especially staff / employees.
    
~  Deb
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Not the biggest, or the last recall: U.S. Fines General Motors $35 Million for Lapses on Ignition-Switch Defect

Not the biggest, or the last recall: U.S. Fines General Motors $35 Million for Lapses on Ignition-Switch Defect | Change Leadership Watch | Scoop.it

Federal regulators report GM has agreed to change its internal review process after a flaw linked to 13 deaths and a vast recall.

   

Excerpts:

G.M. agreed to make “significant and wide-ranging internal changes to its review of safety-related issues in the United States, and to improve its ability to take into account the possible consequences of potential safety-related defects.”

      

The faulty ignition switch, in Chevrolet Cobalts, Saturn Ions and other cars, was prone to turn off if it was jostled or weighed down, shutting the engine, and disabling the air bags and power-assisted systems like steering and brakes. G.M. has linked the defect to 13 deaths and 32 crashes.

   


“...Today’s announcement puts all manufacturers on notice that they will be held accountable if they fail to quickly report and address safety-related defects,” Transportation Secretary Anthony Foxx said.


Also, three (3) trust-related posts by Deb on REVELN:


Teamwork can also be the “secret sauce” that defines successful organizations.  Our systems for supporting high performance and leadership in teams and in entire organizations have not kept up with the times. 

     

Change Leaders: Why Should Anyone Trust Your Vision? John Kotter & Harvard Business Review

     

John Kotter’s highlights of some common assumptions about how leaders approach change.
    
Change, Ethics, Trust & Timing for your Talent Management Decisions

    

Hewitt's report features how plans on paper don’t translate to reality in the workplace when it comes to recruiting, developing and retaining talent.
Deb Nystrom, REVELN's insight:

From the article and New York Times video:  There are 30,000 parts in the average car.  This GM problem was due to a 90 cent ignition switch.  The GM recall involved 2.6 million cars.   This recall doesn't even crack the top 10 in history.


_____________
    

The Ford Pinto was called, "the BBQ that seats 4."  

_____________


The Ford Pinto, a 1978 recall, is one of the best known, with a damaging brand impact lasting for years.  The Pinto was called, "the BBQ that seats 4."  Recently,Toyota, was lambasted for covering up a sticking accelerator pedal problem, featuring evidence of how they mislead the public and failed to report the problem in a timely way.


From the Times, "...As bad as they [the recalls] sound" and from me, the mistakes are varied and useful for understanding the complexities of big organizations.  That deaths occur is tragic, very tragic.  For this reason alone, it is yet another important cautionary tale about complex systems, yet simpler fixes:


1) clear the way to communicate with your customers and regulators,


and


2) don't mess around with anything that can damage public trust in your big business.   ~  Deb

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Compensation Bloat? University of Michigan faculty question administrator pay in open letter

Compensation Bloat?  University of Michigan faculty question administrator pay in open letter | Change Leadership Watch | Scoop.it

An open letter to University of Michigan's Board of Regents from about a dozen of the school's faculty criticizes the school's administrative pay and bonus system. "The University is in desperate and urgent need of fiscal reform." 


____________________
   
The authors argue that U-M is not transparent about its pay supplements...some administrators received...in excess of $50,000.

     

____________________


The authors argue that U-M is not transparent about its pay supplements, and that they are an unwise use of money from the general fund. Data obtained by the professors show that some administrators received salary supplements in excess of $50,000.

  

...Anthony Mora, a history professor who helped author the letter, said that while it's reasonable executive officers have higher compensation that most staff, U-M's compensation rates for those officers are between 27 and 41 percent higher than the rates' of administrators at peer institutions such as Berkeley, Texas and Virginia, according to a review done by the faculty.
 

"We want to have an open and candid discussion about the university's resources," Mora said. "I don't see this as an effort to be adversarial with the administration. I think people in the administration are genuine when they say they care about the university. But I do think there's an opportunity here for the faculty and the administration to work together."

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Deb Nystrom, REVELN's insight:

Several faculty have taken up the gauntlet to question escalating costs - starting with higher education administrative bonuses.  Executive bonuses may no longer be taken for granted with such moves as these, perhaps prompted by the poorly planned, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  which, incidentally, did NOT include the faculty voice in its cost cutting planning.


It also involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices, and perhaps stepping higher education back to a bigger picture of where the value generation resides and how it needs to be valued today.   ~  Deb

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Deb Nystrom, REVELN's curator insight, April 25, 12:59 PM

The escalating costs of higher education may no longer be taken for granted with such moves as these from the core of  the university system, the faculty.

The article also referenced the initially poorly implemented, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  that did not include the faculty voice in its cost cutting planning and involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices.   ~  Deb


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Revealed: Apple and Google's wage-fixing cartel involved dozens more companies, over one million employees

Revealed: Apple and Google's wage-fixing cartel involved dozens more companies, over one million employees | Change Leadership Watch | Scoop.it

 “‘Masters are forbidden to poach workers from other members of the craft.' - British medieval ordinances of Bristol cobblers in 1364’” — 
    

This week, as the final summary judgement for the resulting class action suit looms, and companies mentioned (Intuit, Pixar and Lucasfilm) scramble to settle out of court....court documents show shocking evidence of a much larger conspiracy, reaching far beyond Silicon Valley.

    

Confidential internal Google and Apple memos...clearly show that what began as a secret cartel agreement between Apple’s Steve Jobs and Google’s Eric Schmidt to illegally fix the labor market for hi-tech workers, expanded within a few years to include companies ranging from Dell, IBM, eBay and Microsoft, to Comcast, Clear Channel, Dreamworks, and London-based public relations behemoth WPP.

All told, the combined workforces of the companies involved totals well over a million employees.


Read the full article here.

According to multiple so

Deb Nystrom, REVELN's insight:

This is sobering, especially with Google's "Don't be evil" informal corporate motto.  What nefarious dealings ARE THESE to keep the IT folks down, while large profits are enjoyed by executives?    

If this all pans out as it reads in the media, it's not good, tech companies, not good at all.  ~  D 

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Richard Platt's curator insight, April 8, 7:49 PM

Sad but true..  And people wonder why so many leave the high tech corporate world to do start-ups and go it alone rather than be a slave.  This article convinced me that Steve Jobs  was never a good manager, while I could over look some of idiosyncrasies, and still other failings to emotional immaturity Steve in effect became the very thing he hated in other's, a corporate slaver.  

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A new Structure, a new Culture at Microsoft. Why They May get Things Really Right

A new Structure, a new Culture at Microsoft. Why They May get Things Really Right | Change Leadership Watch | Scoop.it

"One Microsoft" is a good example of a strategy that meets today's challenges. Success will come from a HR innovation and cultural transformation, (DN) if they can make it work.


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What is a system favoring careerism worth if it’s to the detriment of the rest of the company, of customers, of stakeholders ? Nothing. 

__________________________

       

“One strategy, One Microsoft” : that’s how Steve Ballmer explained the urgency to move to a product based organization to a function based one involving all product lines in a cross-organization approach.


...The move from a divisional organization to a functional one is everything but easy. 

   

What is a system favoring careerism worth if it’s to the detriment of the rest of the company, of customers, of stakeholders ? Nothing. On the other hand a functional organization is customer and solution driven rather than product driven.


...there’s no better way to kill collaboration, cross-silos work and even innovation than strictly allocating resources on a silo-based fashion.

In short a divisional organization measures its own success, even to the detriment of customers and stakeholders, a functional one measures its success to the value and benefits it creates for others.


The full post is here.



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Deb Nystrom, REVELN's insight:

If they can make it work, it will be one of the biggest change and culture success stories of the decade.  The careerism quote above is a gem.  Time and customers will tell.  ~  D

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Handling Complexity in Decision-Making: Avoiding The Bike Rack Effect in Meetings

Handling Complexity in Decision-Making:  Avoiding The Bike Rack Effect in Meetings | Change Leadership Watch | Scoop.it

Why would a $100M power plant zoning approval take 3 minutes and a request to build a $10,000 bike rack for city sidewalks take hours?


It's easy to be swept up in the trivial and fun stuff, starving the big issues for the time and consideration they merit.  Cyril Northcote Parkinson, a British historian and operations researcher, penned this extreme example of decision-making in meetings in his book Parkinson's Law. Paraphrasing the Wikipedia entry, the powerplant is so expensive, the sums of money are hard to frame.

 

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Deb Nystrom, REVELN's insight:

This is a post useful for anyone connected to public sector meetings, or any meeting with complex topics.  I've posted this in change leadership watch for the reasons of asking you, the reader the question, have you ever helped a decision making body avoid the The Abilene Paradox, a classic management film about avoiding mismanaged agreement?

This post also illustrates the power of Parkinson's Law where board members lazily skip over the seemingly impenetrable problem in the meeting, deferring to the team managing the project. There will be implications for years of this city council meeting's decisions, and yet it is decided in three minutes.  It's astounding, assuming we haven't been excluded from a long list of previous meeting discussions.   ~ D

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Ivon Prefontaine's curator insight, March 24, 8:58 PM

Most humans have no comprehension of $100 million, but understand $10, 000.

Tom Russell's curator insight, March 27, 4:00 AM

I'm sure we can all identify with this scenario. It reminds me of a school football game when everybody is running after the ball regardless of their agreed position on the pitch. Clearly where there is passion there is engagement, so focussing on, and agreeing, clear outcomes is a key starting point if one is going to avoid everyone being kicked in the shins.

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Yahoo says Marissa Mayer has fixed its biggest problem

Yahoo says Marissa Mayer has fixed its biggest problem | Change Leadership Watch | Scoop.it

In September 2012, shortly after Marissa Mayer took charge of Yahoo, she moved swiftly to try and rectify what was considered the search giant's biggest problem: a lack of talent.

Yahoo has been on an acquisition spree—or ...an acqui-hire spree, buying some 37 companies ...the biggest of which was the $1.1 billion purchase of blogging service, Tumblr.


Competition for talent in Silicon Valley is fierce.   [And yet]...Yahoo's  ...annual report, claims that it received more than 340,000 job applications in 2013, double the number in 2012. According to the career site Glassdoor, Yahoo was the third-highest-paying company in Silicon Valley for engineers last year, behind Juniper Networks and LinkedIn.

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Deb Nystrom, REVELN's insight:

It looks like Mayer's decisive moves are paying off.  She continues to be a change leader to watch.  

I'm a Flickr fan,  another Yahoo property.  Changes are happening there too, at a pace that makes sense for the venerable, and loved photo sharing site.  It's an oldie, but a goodie, and her change planners and engineers are in launching a much needed refurbishing while  listening to its long loyal base of retaining desired, key features.  

In change, we could also do with some good pacing and more listening.~  D


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Comcast’s deal with Netflix makes network neutrality obsolete

Comcast’s deal with Netflix makes network neutrality obsolete | Change Leadership Watch | Scoop.it

Netflix has agreed to pay Comcast to deliver traffic to Comcast subscribers.


...Recent developments are putting the Internet's decentralized architecture in danger.


___________________________________
   
...policing whether different pipes are equally good is a much harder problem than requiring ...traffic in a single pipe be treated the same. 

___________________________________



In recent months, the nation's largest residential Internet service providers have been demanding payment to deliver Netflix traffic to their own customers.

   

  • On Sunday, the Wall Street Journal reported that Netflix has agreed to the demands of the nation's largest broadband provider, Comcast. The change represents a fundamental shift in power in the Internet economy that threatens to undermine the competitive market structure that have served Internet users so well for the past two decades

    

...in a world where Netflix and Yahoo connect directly to residential ISPs, every Internet company will have its own separate pipe. And policing whether different pipes are equally good is a much harder problem than requiring that all of the traffic in a single pipe be treated the same. 


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Deb Nystrom, REVELN's insight:

As Betty Davis famously said in the movie, All About Eve, "Hold on, it's going to be a bumpy night."  ~  D

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Deb Nystrom, REVELN's curator insight, February 26, 11:41 AM

This is a game changer for anyone connected to digital, online media and TV, which is most of us.  It's also a great example of disruption in the market. ~ D

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Smart profits, smart values and sustainability from a bank boss who dares to be different

Smart profits, smart values and sustainability from a bank boss who dares to be different | Change Leadership Watch | Scoop.it

Anders Bouvin is the boss of the most successful bank you've probably never heard of. And he, like the bank he runs, will challenge your preconceptions.   

    

For starters, this African-born, Swedish chief executive of Handelsbanken's growing UK operation doesn't receive an annual bonus, ...[and] has been with the Swedish bank for 28 years.

    

Most surprisingly, the 55-year-old supports west London's Queens Park Rangers Football Club with a passion intriguing for a Swede who spent the first 10 years of his life growing up in Zimbabwe.

   

….Anders Bouvin…was thrilled to be offered a job…in a company "whose values coincided completely with my own".

    

Those values - long-term-ism, and a philosophy of de-centralization encapsulated in the slogan "the branch is the bank" - seem almost too good to be true in a current banking era of fines, debt crises and outsourced customer service.

  

Big banks, according to the popular narrative, were the primary causers of the global debt crisis thanks to their reckless investment in high-risk mortgage-backed bonds.

    

Handelsbanken says its branches, such as this one in Aberdeen, come first


But Handelsbanken remained above the fray, emerging with a balance sheet strong enough to make European banking regulators purr with delight.


…next to no marketing keeps overheads down and return on equity up.

     

At Handelsbanken returning a share of the profits to long-term staff is also key. If the bank exceeds the average profitability rate of its peers, then surplus profits are put into a fund and distributed to all the staff.

    

Handelsbanken
*  Founded in 1871
*  Has no sales or market-share targets
*  Staff get flat salaries without bonuses
*  Claims to have achieved higher profitability than the average of its rivals for 41 years in a row


...Handelsbanken, headquarter[ed] in London, is expanding to meet increased demand while some of its larger rivals get smaller.


"Many banks are having to absorb huge losses and have had to shrink to repair their balance sheets... and there are clear indications that SMEs [small and medium-sized businesses] are bearing the brunt of this. It's very sad."


All in all, Anders Bouvin appears the least likely candidate for executive burnout you'll ever meet.

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Deb Nystrom, REVELN's insight:

This is yet another positive example of how smart, people-centered values, with decision-making driven down the chain and low hierarchy, can drive profitability and sustainability, even in one of the most traditional industries. More information on comparisons with other business models to follow. ~ Deb


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Deb Nystrom, REVELN's curator insight, February 26, 12:02 PM

This is yet another positive example of how smart, people-centered values, with decision-making driven down the chain and low hierarchy, can drive profitability and sustainability, even in one of the most traditional industries. ~ Deb

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Dampening High-Tech Dynamism Demonstrates Need to Reignite Entrepreneurial Economy | Kauffman.org

Dampening High-Tech Dynamism Demonstrates Need to Reignite Entrepreneurial Economy | Kauffman.org | Change Leadership Watch | Scoop.it
A new white paper from the Ewing Marion Kauffman Foundation shows sustained declines in business dynamism across a wide swath of the U.S. economy, including the high-tech sector that has been critical for sparking economic growth in recent decades.

   

Click here to open a window to access the report.

    

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Deb Nystrom, REVELN's insight:

This post features the Kaufman report and ties into the previous ScoopIt by one of its co-authors explaining dynamism and its impact on the economy.  ~  D

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Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine

Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine | Change Leadership Watch | Scoop.it

In trying circumstances, Guo Pei, now one of China's top fashion designers, became famous for her extravagantly made gowns that are close to perfection.


In 1997, she established Beijing Rose Studio, which made her the pioneer of Chinese Haute Couture.

In an exclusive interview for Fashion Studio Magazine, Guo Pei discusses the Chinese fashion market and her successful journey as a couture designer. She also talks about her unique approach to fashion design and reveals some of her ambitious plans for the future.

Deb Nystrom, REVELN's insight:

Fast Company selected Guo Pei as one of their 2014 Innovative Company award winners.  She's in the top 25 on the list for reviving the art of Chinese embroidery and craftsmanship. ~  D

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Michigan Today » RESULTS: The state of Entrepreneurship 2014

Michigan Today » RESULTS:  The state of Entrepreneurship 2014 | Change Leadership Watch | Scoop.it

Michigan venture capital vs. national venture capital

Growing entrepreneurship is a major goal of the state, and the Michigan Economic Development Corporation (MEDC) is seeing results.

Relative to the national landscape, from 2008-12, the Michigan venture capital community has demonstrated strong growth, while the national venture capital landscape has contracted over the same time period.

The MEDC offers millions in grants and loans to in-state ventures, often working through venture capital and private equity partners.



Paula Sorrell, managing director of entrepreneurship and innovation for the MEDC, sees a wide range of startups in the state, including medical devices, biotech, IT, and advanced materials.



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Deb Nystrom, REVELN's insight:

This is great news for Michigan and SE Michigan in particular.  There is a way to help deal with the brain drain of talent leaving Michigan and entrepreneurs are an essential part of it.   
      
See photos from the recent ACE 2014 Entrepreneurs Collaborative here. 

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Entreprenuers Can Be Anyone, Take Action, Deal with Failure, Push: Professor Saras Sarasvathy > Big Think

Entreprenuers Can Be Anyone, Take Action, Deal with Failure, Push:  Professor Saras Sarasvathy > Big Think | Change Leadership Watch | Scoop.it

Listen to a video of Associate Professor, Darden School of Business, at University of Virginia discussing entrepreneurial  and "effectuation", principles.


She also covers:

  • How Good Business Goes Bad
  • Innovation
  • A Little Recession  (the place of failure)
  • Business Success
  • Effectuation, the Entrepreneurial Method 
  • Seeing the World through Entrepreneurial  Glasses
  • The Entrepreneur in Us All


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Deb Nystrom, REVELN's insight:

You can find articles on professor Saras Sarasvathy work, but the best wasy to understand her is to listen to her live.  She shares a passion for entrepreneurship in her voice and expression that is helpful to experience and from which to learn.  

I listed her as the key resource in my recent SlideShare presentation:  

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work . ~  Deb

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Deb Nystrom, REVELN's curator insight, June 25, 6:31 AM
You can find articles on professor Saras Sarasvathy work, but the best was to understand her gems on thinking as an entrepreneur is to listen to her live.  She shares a passion for entrepreneurship in her voice and expression that is helpful that brings "effectuation" principles of business to life.


I listed her as the key resource in my recent presentation to the American Business Women's Association, the Maia Chapter, here:

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work


~  Deb

Marie Jeffery's curator insight, June 26, 5:24 AM

Great presentation on thinking like an entrepreneur, shared by Deb Nystrom.

 

www.kminstitute.org

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Jamie Dimon Comments on $100M investment in Detroit JPMorgan Chase

Jamie Dimon Comments on $100M investment in Detroit JPMorgan Chase | Change Leadership Watch | Scoop.it

Good news for Detroit.   What's the motivation?   Jamie Dimon, the CEO of JPMorgan Chase, tells TODAY's Matt Lauer in an exclusive interview that his company's $100 Good investment in the city of Detroit isn't about public relations. 


"The cynic would be wrong," Dimon told Lauer when asked if the investment was in response to a $13 billion fine levied against the company in an exclusive interview.


_________________

"I think we can make this our finest moment...if we can come together and help rebirth here." ~ Jamie Dimon, CEO

_________________

"We invest and develop communities around the world. And we've been doing this since our heritage started 200 years ago," said Dimon. "So that's what banks do. They do it commercially. They do community development."


"I think we can make this our finest moment,'' he said. "Can Americans come together, business, labor, civics...government come together and build something and fix the city? You've seen rebirth of cities all over America. I think it would be an unbelievable thing if we can come together and help rebirth here."


...Lauer asked Dimon what he expects at the end of the investment's five-year period.     "Jobs and population,'' Dimon said. "If it works, you'll have a healthy and vibrant economy, jobs and population, businesses will beget home ownership, better schools, and a completely revived city." 


Read the full interview here.


More about investing in cities by Deb here:  

     

Detroit & Vegas – A Tale of Two Cities as Our Comeback Kids 

      

Future Midwest in Detroit, A Retrospective – Photo, Video Set

      

In Detroit, Entrepreneurs Meet Success in Hard Times

     

Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here via REVELN Tools.

Deb Nystrom, REVELN's insight:

All breaths of fresh air are welcome, as, indeed, it could be great hope for the city to rise up to be a  "shining example, of what can be done," if it stimulates more investment, creates jobs and revival, once again.   

The cities are the heartbeat of our nation.  This is great news for Detroit.  ~  Deb

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Women CEOs and the Glass Precipice: New Research on Why

Women CEOs and the Glass Precipice:  New Research on Why | Change Leadership Watch | Scoop.it

Carly Fiorina, forced out. A MERE 5% of the chief executives of the world’s biggest companies are women. And they are more likely to be sacked than their more numerous male colleagues: 38% of the female CEOs who left their jobs over the past ten years were forced to go, compared with 27% of the men. 
     
In the Strategy& study, the clumsy new name for Booz & Company, 35% of female CEOs are hired from outside the company, compared with just 22% of male ones.

  • Outsiders generally have a higher chance of being kicked out, 
  • Generate lower returns to shareholders
  • Outsiders are less likely to have a support network of friends who can rally around when times get tough. 
         

Carly Fiorina, dropped as HP’s boss in 2005, made things worse by inviting such publicity. But the same is not true of, say, Ginni Rometty, the lower-profile boss of IBM (promoted from within the company in 2012), who is under fire over the firm’s performance.


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Deb Nystrom, REVELN's insight:

The change leader implication, as described in the article, is the call to action on 1) developing the leadership pipeline for female future CEOs,  2) helping diminish raiding due to scarce supply, which tends to be counterproductive for women's careers anyway, and 3) increasing success by having more women available to promote from within.  ~ Deb


Also posted to Careers and Self-Aware Strength.

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Deb Nystrom, REVELN's curator insight, May 6, 6:11 AM

This is a useful gender perspective on leadership development and, as the article concludes, a call to action on 1) developing the leadership pipeline for female future CEOs,  2) helping to prevent raiding because of scarce supply, (and it's counterproductive anyway, the research suggests) and 3) increasing success by having more women to promote from within.  ~  Deb

Tamkin Amin's curator insight, May 15, 2:03 PM

hmmm... I find this interesting.

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7 Secrets of Union Management Success with Teams, Michigan News

7 Secrets of Union Management Success with Teams, Michigan News | Change Leadership Watch | Scoop.it

What are the 7 secrets to sustainability with teams, management and unions? We presented our lessons learned at the recent Partnerships in Progress Michigan Labor and Management Association (MLMA) Conference in East Lansing, Michigan."


Overview:  Once what I want differs from what you want, we are in conflict. Conflict will naturally increase when shifting from a supervisor-to-employee model to a team model. This presentation describes a whole system, top to bottom and side to side process to implement teams in a union environment.


The “from me to we” shift is continuous process that requires a different type of renewal annually. With commitment to this approach, everyone from top management and union officials down to frontline supervisors and employees can mutually benefit.


The full slideshare and photo set is here or go to:

http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/



Deb Nystrom, REVELN's insight:

Sustainability means "Never check the box" (the work never finishes) along with elevating the importance of growing relationships within and among union and management leaders and the work community.

This was one of my own recent presentations with Fenwick Koller Associates, who have made great progress in helping teamwork happen and sustain itself within very tradition-bound settings.  Let us know if you agree. 

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Deb Nystrom, REVELN's comment, April 25, 7:31 AM
GABY, you are welcome!
Deb Nystrom, REVELN's curator insight, May 6, 12:57 PM

The full slideshare and photo set is here or go to:

http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/

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Toyota's Relational Contracts and the Decline of General Motors — HBS Working Knowledge

Toyota's Relational Contracts and the Decline of General Motors — HBS Working Knowledge | Change Leadership Watch | Scoop.it
What led to General Motors' decline? Long regarded as one of the best managed and most successful firms in the world, its share of the US market fell from 62.6 to 19.8 percent between 1980 and 2009, and in 2009 the firm went bankrupt.


________________
   
Toyota's practices were rooted in ...effective relational contracts-- ...based on subjective measures of performance ...enforced by the shadow of the future. 

________________
   

The authors argue that the conventional explanations for GM's decline are seriously incomplete...and make the case that one of the reasons that GM began to struggle was because rival Toyota's practices were rooted in the widespread deployment of effective relational contracts-- agreements based on subjective measures of performance that could neither be fully specified beforehand nor verified after the fact and that were thus enforced by the shadow of the future.

GM's history, organizational structure, and managerial practices made it very difficult to maintain these kinds of agreements either within the firm or between the firm and its suppliers.

...Two aspects of GM's experience seem common to a wide range of firms.

First, past success often led to extended periods of denial: Indeed a pattern of denial following extended success appears to be a worldwide phenomenon.

Second, many large American manufacturers had difficulty adopting the bundle of practices pioneered by firms like Toyota. 
   
See a companion piece, also referencing GM in Deb's comments in Change Management Resources ScoopIt newsletter:  

Moving Beyond Hierarchy - What is Working Now to Lead Through Change?

 

Deb Nystrom, REVELN's insight:

Denial of change after a long success, and failure to adapt to the new?  The cited Harvard working paper by Susan Helper and Rebecca Henderson gives implications of GM's history in looking at efforts to revive American manufacturing.   

It may not be news, yet it may be a good reminder to anyone under 50 employed by a legacy company like GM based on years of success, followed by decline.  


By the way, I'll be presenting with Ron Koller at the Michigan Labor Management Association conference on April 10, 2014 

Michigan: What’s in it for Me? “Why WE Makes Sense”
The Michigan Labor Management Association (MLMA) Partners in Progress Conference
Kellogg Conference Center

More information is here on my speaking events page.  


~  Deb    
 

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Avoiding Decision Failures: The NASA Challenger Explosion and Groupthink

When alternatives are overlooked because cohesion is favored over individuality, the results can be tragic and lasting.

The top decision-making team responsible for the Challenger launch was very familiar with each other. They had worked with each for many years prior to the mission.


Group cohesiveness in decision-making can be deceiving. Decisions are often made quickly and with high levels of consensus, but this doesn’t always correlate to the BEST choices. When alternatives are overlooked, because cohesion is favored over individuality, poor decisions can arise.


How can you avoid this?
Remember a quick decision doesn’t always mean a great decision. Carefully examine alternatives by bringing together diverse groups of people with varied backgrounds. It is important that the solution is the priority rather than pleasing, or being an appeasing group member. 

Precursors of Groupthink
1. Cohesive Group
2. Insulation from Experts
3. Leader Preferences


This post also highlights 8 symptoms of groupthink including:

  • Inherent Morality
  • Stereotyped Views of Others
  • Self Censorship
  • Mindguarding 
Deb Nystrom, REVELN's insight:

Following my last post, this is a  large part of a the risky, and at times the lonely business of challenging "strong leader preferences" that led to a tragic, well known outcome in the USA. ~ D

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Angie Tarasoff's curator insight, March 27, 9:52 AM

This is a tremendous article that discusses decision traps when making decisions in groups.


The precursors and symptoms of groupthink  are polarities - how might you manage the situation when you notice these behaviours occuring?

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Not Many Women Are Rising to the Top. Women Executives Seize the Day to Change That.

Not Many Women Are Rising to the Top. Women Executives Seize the Day to Change That. | Change Leadership Watch | Scoop.it

New research show how these top executives have taken charge of their careers.

     

It’s the responsibility of management to tackle gender diversity..[and]… evidence suggests that our leaders aren’t doing a very good job of it, at least not yet.


________________
 

[T]here’s no reason for an ambitious woman to sit on the sidelines and wait for her boss to get with the program. 

________________

     

Women still represent less than 5% of CEOs around the globe, and they remain seriously underrepresented in other top management positions and on executive boards.

     

[T]here’s no reason for an ambitious woman to sit on the sidelines and wait for her boss to get with the program.  … Lauren Ready concluded [this] from a study she did here at the International Consortium for Executive Development Research, in which she interviewed 60 top female executives from around the world to learn how they rose to the top.

   

For one, these executives take the time to explore what they want out of work and life [photo, chart.]

One byproduct…they pay special attention to how they might fit within a company’s culture.

    

This finding is consistent with research from Harvard professor Boris Groysberg, who’s found that while the performance of male stars falters when they switch companies, women continue to excel, in part because they’ve done their homework when it comes to fit.

   

The women in Ready’s study also understand the limits of fit. They aren’t “one of the guys” and they don’t try to be.


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Deb Nystrom, REVELN's insight:

It's still a man's world in the executive ranks, even in the college town where I live, the land of start-ups, women sparsely populate the fast growing, entrepreneurial executive ranks.  


It is also good to reach that the qualities listed in Ready's research among high-achieving women includes the urge to bring other women along with them.   It's a way ambitious women can "lean it" with a little help from her friends in high places, for the savvy reason that the executives "view [it] as a way to raise their companies’ market value, by boosting the presence of women in senior roles and in boardrooms."  


This brings hope that leadership will someday represent the world, rather than tradition and history in the leadership ranks.  ~  D 

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Keaton Toscano's curator insight, April 13, 10:02 PM

There is sexism in the workplace, and I'll do my best to keep it out of my future classroom. I think that feminism has the potential to be taken overboard, by way of radicals, and that a 'humanism' is a better approach. Equality is obviously better than some of the superiority complexes associated with oppression ideologies gone awry; something I hope doesn't happen to feminism in the coming years as we combat this women-don't-riseto-the-top trend.

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Oscar Winner Jared Leto On Creativity, Commerce And Lessons From Surviving A $30 Million Lawsuit

Oscar Winner Jared Leto On Creativity, Commerce And Lessons From Surviving A $30 Million Lawsuit | Change Leadership Watch | Scoop.it

Jared Leto learned some lessons about how artists get in trouble when it comes to signing deals.  "We didn’t end up making a perfect arrangement, but it’s progress not perfection," he says.  Our mistake was saying okay to a tradition.

      

Actor, entrepreneur, musician, and creative Jared Leto, with his Thirty Seconds To Mars bandmates Shannon Leto (his brother) and Tomo Milicevic, have sold over five million albums worldwide. For all of that success, they've seen exactly zero dollars.

      

His film, Artifact, shares the unique perspective of a front man for a band that's achieved worldwide success but technically still owes its label more than a million dollars.

      

You have to be incredibly creative, incredibly proactive just to survive--and not just Thirty Seconds To Mars. [The major labels] have enough success with their biggest artists that they’re doing great. 

    

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Deb Nystrom, REVELN's insight:

Remember Fiddler on the Roof?  "Tradition!"  Jared Leto's hard lessons, Fast Company's take on his story, and his own video are why this post is Scooped to Change Leadership Watch.  ~  D

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Championing a Radical Old Way of Doing New Global Business: High Profits & Low Power Centric Culture

Championing a Radical Old Way of Doing New Global Business:  High Profits &  Low Power Centric Culture | Change Leadership Watch | Scoop.it

Svenska Handelsbanken has championed an entirely different way of doing business, and has the profits, loyalty and longevity to prove that it works.

Three years ago, stock market analysts at Sweden’s main business paper set about using data from the London School of Business to find the world’s best performing share since the start of the 20th century.

The answer? Handelsbanken. Ten pounds invested in the Swedish bank in 1900 would have been worth about £20m by 2009, a rise of 1.9m pc. General Electric could manage only an 843,000pc rise.
 

And if you think the fruits of this astonishing return were limited to an elite club at the bank, you would be wrong.

Handelsbanken has an almost religious devotion to Oktogonen, its profit-sharing scheme. ...Every employee receives an equal share of the bank’s profits as long as it makes a return on equity greater than the average of its peer group.

   

__________________
   
..branches ....scrutinise [head office] costs. If they are not happy...they make sure the head office ups their game...

     
__________________

      

The money is then used to buy Handelsbanken shares for each staff member but these can be accessed only when employees reach the age of 60. This ultra-equitable approach means the bank teller whose career is spent cashing cheques will receive the same payout from Handelsbanken on retirement as its chief executive.


Afew other differences:


- It does not pay bonuses, with the exception of a small number of staff in its investment banking arm;
 

- It has no financial plans;
 

- The bank sets no sales targets for staff;
 

- It does not set out long-term goals and has no central marketing budget;
 

- Even its largest corporate customers must still bank with it at a branch level, and it has no credit scoring system.
 

...Anders Bouvin, UK chief executive explains....branches decide the costs of the head office. They scrutinise our costs. If they are not happy with the service, they make sure the head office ups their game...[or]...go elsewhere. The branch manager is the king of the bank,” he says.


Read the full post here.   Read more about the unusual 28 year career of Anders Bouvin, here.

   

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Deb Nystrom, REVELN's insight:

This is a companion article, featuring the graphic shared by Niels Pflaeging on LinkedIn who mentions that  ...."companies like Handelsbanken have ....value creation and informal structures [that] are far more well-curated and developed than in command-and-control organizations."

~  Deb 

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Deb Nystrom, REVELN's curator insight, February 18, 5:11 PM

Sometimes numbers can be a trap.   This is one of two posts featuring this unique, profitable bank that has outperformed MANY competitors.  ~  Deb

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Daniel Kahneman Revolutionized the Way we Think and Decide

Daniel Kahneman Revolutionized the Way we Think and Decide | Change Leadership Watch | Scoop.it

Thinking, Fast and Slow was a global bestseller, and had a profound impact on psychology and economics, as these tributes from other leading figures show.

_____________________

   

...human nature saddles us with some unfortunate limitations...we have the means to overcome...some of [them]...

   

_____________________

      

His central message could not be more important, namely, that human reason left to its own devices is apt to engage in a number of fallacies and systematic errors.   ...better decisions ...[come from]...aware[ness] of these biases and seek[ing] workarounds. That's a powerful and important discovery.


...Steven Pinker [author of this post] taught his research for more than 30 years   ....Our minds do not naturally process statistics on incidents of violence, and so Kahneman helps explain why my claim is news or why it's hard for people to believe.


....We have our differences. I think he is a pessimist, whereas I am an optimist. ...human nature saddles us with some unfortunate limitations, ...he ....shows in the "slow thinking" part of his book – that we have the means to overcome some of our limitations, through education, through institutions, through enlightenment. ....gradually, bit by bit, with two steps forward, one step back, I think that our better angels can push back against our limitations and flaws.

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Deb Nystrom, REVELN's insight:

I've read the book, re-read it, and will keep re-reading it until my mind grasps the pervasive magical thinking in our business systems and daily habits.  Simple improved awareness is a way to awaken sense-making in our daily decision making.  I like to post items like this to help us "see" the dangers of the status quo at work.  ~  D

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High-Tech Sector is Losing its Dynamism, Affects Job Creation > Kaufman Report 2014

High-Tech Sector is Losing its Dynamism, Affects Job Creation > Kaufman Report 2014 | Change Leadership Watch | Scoop.it

Surprising news:  New firms account for a smaller share of the tech sector than in previous decades. > HBR Blog & a recent Kaufman report.


____________________________
   
....the pace of job creation has been on a persistent decline. 

     

____________________________

        

America’s high-tech sector has become less dynamic and less entrepreneurial in the last decade via  a recent Kauffman Foundation report writer Ian Hathaway co-authored.


...The high-tech sector is experiencing a consolidation of activity away from young firms into more mature ones, and the pace of job creation has been on a persistent decline. ....high-tech companies have been well-represented among the fastest growing firms in the past few years, the high-tech sector–like the rest of the economy–is less dynamic overall.



____________________________
     
....Business dynamism involves...new and superior ideas replace existing and inferior ones, while more productive firms usurp less productive ones.

   
____________________________
   


...Business dynamism involves measuring ...businesses ...being formed, growing, shrinking, and closing....churning: jobs are created while others are destroyed, and some workers move into new roles as others seek to replace them. New and superior ideas replace existing and inferior ones, while more productive firms usurp less productive ones.


...Entrepreneurs also play an outsized role in new job creation. While older and larger firms account for the substantial majority of employment levels, new and growing young firms drive net new job creation overall.


....Research has firmly established that this process of “creative destruction” fuels productivity growth, making it indispensable to our sustained economic prosperity. ...a more dynamic economy is a key to higher growth.


Read the full blog post here


Photo credit, thenext28days on Flickr, ccc.

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.

Deb Nystrom, REVELN's insight:

The business dynamism or creative dynamism of which Ian Hathaway speaks seems has a kinship to Anti-Fragile concepts, especially, how  "new and superior ideas replace existing and inferior ones, while more productive firms usurp less productive ones."  ~  D

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Leaders Who Make a Difference: The World's Top 50 Most Innovative Companies 2014

Leaders Who Make a Difference:  The World's Top 50 Most Innovative Companies 2014 | Change Leadership Watch | Scoop.it

There's another kind of faith in business: the belief that a product or service can radically remake an industry, change consumer habits, challenge economic assumptions. Proof for such innovative leaps is thin....Yet breakthrough progress often requires wide-eyed hope.

From the list of 50, a sampling:

1) GOOGLE
FOR BECOMING A $350 BILLION GIANT THAT LETS LOOSE ALMOST TOO MANY INNOVATIONS AND MILESTONES TO COUNT.


2) BLOOMBERG PHILANTHROPIES
For doing good, methodically, using data to answer questions other foundations aren't asking


3) XIAOMI
FOR REINVENTING THE SMARTPHONE BUSINESS MODEL IN THE WORLD'S LARGEST MOBILE MARKET.


7) NIKE
For setting a sustainable example.


9) DONORSCHOOSE.ORG
FOR SETTING ITS SIGHTS ON EDUCATION REFORM,…avoiding unions and politicos by crowdsourcing direct assistance to teachers. 


11) DODGE
For being a part of the conversation, no matter what.


15) MICHAEL KORS
FOR WINNING TWO FASHION RACES AT ONCE

    

24) ROSE STUDIO
For reviving the art of Chinese embroidery and  craftsmanship 

    

43) BRIGHTFARMS
FOR PULLING GAS-BELCHING 18-WHEELERS OFF THE ROAD.

    

44) IROBOT
For building the bots that live among us

    
More about the 50 companies, and the full list are here.


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Photo via Fast Company- featuring DonorsChoose.org
Deb Nystrom, REVELN's insight:

The top innovative companies have leaders who know how to sense and respond, as well as adapt.  ~  D

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Deb Nystrom, REVELN's curator insight, February 10, 6:18 AM

Fast company has a mix of what defines innovative companies that mixes old and new, connected to adaptability and flexibility.  

See the companion article on the 12 rising innovation qualities spotted in this 2014 list of companies as well as a comment comparing innovative company ranking methods to Forbes.
 ~  Deb