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How change happens and who is leading it.  For the BEST of the BEST curated news SUBSCRIBE to our monthly newsletter via  Reveln.com/Tools/ (We never SPAM!)
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Great Expectations for Transformational Leadership: Context Anyone? | TimelessTime Blog

Great Expectations for Transformational Leadership: Context Anyone? | TimelessTime Blog | Change Leadership Watch | Scoop.it
Across small and medium sized firms (SMEs) deemed to be failing or simply not performing to stakeholder expectations, there is a tendency for boards to parachute leaders into the CEO post and expect transformational leadership.

...


Leaders in this case are selected for their heroism, charisma and drive; are put to task, given objectives, often demanding instant results.


HOWEVER:


  • Is it right to seek transformational leadership? 
  • Does transformational leadership always deliver? 
  • If not transformational, what leadership approach might be more appropriate to turn around failure?
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Culture Eats Strategy for Breakfast | Katzenbach Foresight, Booz & Co.

Culture Eats Strategy for Breakfast | Katzenbach Foresight, Booz & Co. | Change Leadership Watch | Scoop.it

The “Culture Eats Strategy for Breakfast” webinar delivered on December 6, 2011, shares what Jon Katzenbach and Booz & Co. believe is the right approach for strategic success (Capabilities-Driven Strategy), why strong cultural support is essential, and how to work with and within your culture to execute your strategy. 

Jon Katzenbach is the author of the strategy+business article "Stop Blaming your Culture," and is featured on the video & in the webinar slides at this site.


The link also connects to the Foresight newsletter featuring:


  • Booz & Company’s seventh annual study of the world’s 1,000 largest corporate R&D spenders focuses on the ways strategic alignment and corporate culture facilitate innovation, and
  • How can you balance the logic of the formal with the magic of the informal?   The formal organization consists of analyses, strategies, structures, processes, and programs, all codified in memos and charts—tools that align decisions and actions.  The informal organization consists of emerging ideas, social networks, working norms, values, peer relationships, and communities of common interest—elements that are often hidden. It is in the informal world where magic happens. However, neither of the two organizations is likely to sustain peak performance without the other. 




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Change Communication: 5 ways to curate and add value - Liz Guthridge

Change Communication:  5 ways to curate and add value - Liz Guthridge | Change Leadership Watch | Scoop.it

Liz Guthridge has great information, especially on communication, change and social media.  I have several brief and current videos by Liz on our ChangeResults YouTube channel.


Here's some useful strategies from Liz on five effective ways to curate, useful in helping groups and organization make sense of the overloading amount of information available, especially during change:


1. Call out the important

2. Connect the dots
3. Provide context
4. Summarize key points
5. Encourage conversations


Via The New Company, Deb Nystrom, REVELN
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Are Competitors Executing Your Great Ideas Better Than You? | Tatumllc

Are Competitors Executing Your Great Ideas Better Than You? | Tatumllc | Change Leadership Watch | Scoop.it
Organizations with great ideas that are not executed well are often left in the dust by fast followers; who implement similar ideas and strategies more effectively.

A fast follower tweaks the original idea, makes it better and in the long run, achieves more success for their business; with your idea.

While mapping strategy is important, the inability to accomplish change can derail even the strongest strategic thinking. In fact, change management research indicates failure rates of 70% to 90% (according to the Turnaround Management Society).
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The 9 Types of Collaborators [Infographic]

The 9 Types of Collaborators [Infographic] | Change Leadership Watch | Scoop.it

One size does not fit all. User adoption is no exception.

 

This infographic provides some perspectives on engagement and how commitment may develop.  Useful as a thinking piece to examine your approach to change leadership.


Via Jonha Revesencio
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Martin (Marty) Smith's comment, November 18, 2011 7:26 AM
Thanks to maxOz for this excellent infographic and added maxOz to Scoop.it I'm thankful for http://www.scoop.it/t/thank-you
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Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation | Innovation Playground

Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation  | Innovation Playground | Change Leadership Watch | Scoop.it

Over 60% of companies out there are operating on a dated buisness model and 20% operating with a mental model that had expired for more than 5 years ago.


Business transformation traditionally takes the form of unfreezing to refreezing and briding the gaps in capabilities, mindset and performance.  This classic change model was ok for the olden days; it's too rigid to work now (unless we classify it as a slushie!)


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses design thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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Leading the Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion

Leading the Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion | Change Leadership Watch | Scoop.it

How can change leaders support high performance, innovative teams? The infographic below cites 10 innovation strategies.  This is close.  There will be more of these process charts and innovation graphics.  


This one features:


Step 2:  Working at the organization's edges, the fringe & close to customers (I've heard Dr. Jeff DeGraff talk about fringe teams this year.)


Step 3:  Culture that  supports experimentation, failure.  This is ubiquitous in mention, scarce in after-the-fact reporting.  Better known examples, 3M (Post-Its) and Google (Google Lab: Buzz, Wave, etc.)


Step 6: Customer immersion, pain points


Step 10:  Metrics, measures

 

Sources include:  Christensen & Raynor, The Innovator's Solution: Creating & Sustaining Successful Growth, 2003  


Note the continuous improvement language, adjusted slightly, a 'la W. Edwards Deming:  Ready, Aim, Fire, Adjust.  Like Plan, Do, Check, Act.


Via Jonha Revesencio
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Change Leadership and Adaptive Confidence | Robert Quinn

Change Leadership and Adaptive Confidence | Robert Quinn | Change Leadership Watch | Scoop.it
Thoughts and Updates on Positive Organizational Scholarship and Its Implications for Leaders...

 

I attended a presentation by Bob Quinn today at the Ross School of Business, as a part of the Positive Organizational Scholarship series.  Bob relayed three stories: 

 

* Norma Rae: her bold move for union organizing in the south,

* The Dead Poet's Society story featuring English professor John Keating's work with students, and

* Gandhi's move into the center of a  conflict. He found a bed on a roof and announced that he would fast until the violence ended. His fast brought the violence to a halt.

 

The discussion in the room in Ann Arbor today brought up terms like unleashing your power, entering a state of stillness to transform, trancendance, fully realizing your capacity, and much more.   A theme in all three stories was courage.

 

The blog has many stories useful to understanding how the change process happens and how adaptive confidence is key to personal leadership within it.

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When Change Agents Go Undercover | Change Thinking

When Change Agents Go Undercover | Change Thinking | Change Leadership Watch | Scoop.it

Part of a series, Daryl's latest post features tough conversations with clients, and the dynamics in play as this happens.   In this post, Daryl covers covert actions by change consultants, the circumstances where it is in the client’s best interest to be less than fully candid about what’s behind our actions - the ethical ploy.

 

An ethical ploy is at work when a practitioner grants a client’s request to do something but fulfills the obligation in such a way that the client not only gets what was promised (the ethical part) but also has an opportunity to gain a great deal more than was requested (the ploy).

 

“While all deception requires secrecy, all secrecy is not meant to deceive.” —Sissela Bok

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