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Revealed – the 147 Companies That Run the World | Forbes & New Scientist

Revealed – the 147 Companies That Run the World  |  Forbes & New Scientist | Change Leadership Watch | Scoop.it

An analysis of the relationships between 43,000 transnational corporations has identified a relatively small group of companies, mainly banks, with disproportionate power over the global economy.


The study's assumptions have attracted some criticism, but complex systems analysts contacted by New Scientist say it is a unique effort to untangle control in the global economy. Pushing the analysis further, they say, could help to identify ways of making global capitalism more stable.
 

The idea that a few bankers control a large chunk of the global economy might not seem like news to New York's Occupy Wall Street movement, ...but the study, by a trio of complex systems theorists at the Swiss Federal Institute of Technology in Zurich, is the first to go beyond ideology to empirically identify such a network of power. It combines the mathematics long used to model natural systems with comprehensive corporate data to map ownership among the world's transnational corporations (TNCs).

_________________________

"If connectedness clusters, so does wealth, ...
money flows towards the most highly connected members." ~ Dan Braha of NECSI

_________________________

 

"Reality is so complex, we must move away from dogma, whether it's conspiracy theories or free-market," says James Glattfelder. "Our analysis is reality-based."

From the Forbes summary version of this post:


... the data set...excludes GSEs and privately-held companies and is dominated by banks, institutional investors and mutual funds that don’t always have much in the way of control over assets.


Forbes reader danogden ...commented: “…pension plans, corporate 401(k) plans and individual funds..manage trillions in assets ultimately belonging to individuals who are predominantly not in the “1%”. …


...“custodian banks” in the list — companies who hold the assets of asset managers to ensure timely processing of things ...do not own the assets, or even really control [them.] A better list would be the actual asset OWNERS, rather than the vendors who manage, house and clear said assets.”


 If connectedness clusters, so does wealth, says Dan Braha of NECSI: in similar models, money flows towards the most highly connected members. 


...The real question, says the Zurich team, is whether it can exert concerted political power. Driffill feels 147 is too many to sustain collusion. Braha suspects they will compete in the market but act together on common interests. Resisting changes to the network structure may be one such common interest.


 

Deb Nystrom, REVELN's insight:

Complexity science is a window to understanding nature as well as ourselves in a global system.  This article is blend of two, from the original New Scientist post from 2011, and from a Forbes summary that was listed on LinkedIn today, September 2013.  ~  Deb

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Jim Allen, III's curator insight, September 13, 2013 10:26 AM

They didn't dig deep enough into who heads, runs, and holds most interest in these companies and the number will be closer to 12 families.

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Signs of Changes Taking Hold in Electronics Factories in China

Signs of Changes Taking Hold in Electronics Factories in China | Change Leadership Watch | Scoop.it
After the hardships of workers in China’s electronics factories were exposed to a global audience, working conditions have changed.
Deb Nystrom, REVELN's insight:

After FoxConn & Apple made front page news and were parodied for their treatment of workers, there is now a shift globally in investment for staff.  The bottom line and social resposibility have gone global. ~ D

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New Approaches on the Fed Fast Track: Did Charles Evans Save the Recovery?

New Approaches on the Fed Fast Track: Did Charles Evans Save the Recovery? | Change Leadership Watch | Scoop.it
Chicago Fed president Charles Evans has gone from dissenter to intellectual leader in just a year. The future of the recovery might be at stake
Deb Nystrom, REVELN's insight:

When a post features statements like this, " just a year later, the Fed has fully embraced the so-called Evans rule by linking interest rates to the unemployment rate." - it's time to take notice of what captured minds, as well as hearts and the hands on the wheel of interest rates change."  ~  D

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The fatal car crash that altered China's change of leadership

The fatal car crash that altered China's change of leadership | Change Leadership Watch | Scoop.it

The infamous, and fake:  “Thank you. I'm well. Don't worry,” on a Chinese social networking site marked the beginning of the end during  leadership succession last month. ~ The Scotsman


This cautionary tales provides an anatomy of fractured succession in the high echelons of Chinese political leadership. ~ D


_______________________
  
...the crash had more momentous consequences, altering the course of ...once-in-a-decade leadership succession  

_______________________


Excerpts:


The brief comment, published in June, appeared to come from Ling Gu, the 23-year-old son of a high-powered aide to China’s president.  Tt helped quash reports that he had been killed in a Ferrari crash after a night of partying.


However, later it came out the message was false, posted by someone under Mr Ling’s alias almost three months after his death.


The ploy was one of many that tried to suppress news of the Ferrari crash that killed Mr Ling. It is now clearer that the crash had more momentous consequences, altering the course of the Chinese Communist Party’s once-in-a-decade leadership succession last month.


China’s departing president, Hu Jintao,  suffered a massive reversal of his own when party elders – confronted him with allegations that Ling Jihua, his closest protégé and political fixer, had engineered the cover-up of his son’s death.


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Skipped a step? Judge orders Hostess to mediate with union, postponing shutdown

Skipped a step?  Judge orders Hostess to mediate with union, postponing shutdown | Change Leadership Watch | Scoop.it

"Twinkies won't die that easily after all."   How about a little mediation, folks?


Goes with my other ScoopIt Change Leadership Watch post today on taking different perspectives on fault-finding.  It's not all about the unions, it would seem, according to Forbes.


_____________________________

   

The bankruptcy judge hearing the case says that the parties haven't gone through the critical step of mediation.

_____________________________


Excerpted:


The news came Monday after Hostess moved to liquidate and sell off its assets in bankruptcy court citing a crippling strike last week.
    
The bankruptcy judge hearing the case says that the parties haven't gone through the critical step of mediation.


====


DN:  This reminds me a bit of the Mel Brooks movie, "Springtime for Hitler," that had investors banking on failure, and then it didn't happen.  Made for quite the show.

With 18K jobs affected, the question is who is steering the ships for what preferred end?

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Bumps or Falls? Apple Stock Declines After CEO Cook Overhauls Management Team

Bumps or Falls?  Apple Stock Declines After CEO Cook Overhauls Management Team | Change Leadership Watch | Scoop.it

All eyes on Apple Inc. ~ as stock prices decline after Chief Executive Officer Tim Cook embarked on a sweeping management overhaul at the world’s most valuable company.


These Apple top management changes were dramatic. The Bloomberg article has a tone of curiosity.  This could be bumps in the road, in the role of change navigation with leadership, or could signal decline.  Jobs was extolled in his product excellence.  Read about the man, however, and you'll see the complications and complexity.


_________________________


“While there will be concerns about future execution given Mr. Forstall’s departure, we note that Apple has navigated through past turnovers impeccably.”

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Time will tell, before too long with the next product launches.  Meanwhile, I cannot wait to get Google Maps back onto my updated iPhone, expected in December.  Thank goodness for my paid app:  Navigon  (Garmin app for my iPhone.)


Excerpts:

   

Apple Stock

Shares of Apple fell 2.7 percent to $587.70 at 9:44 a.m. in New York. Today is the first trading session since Apple announced the departure of mobile software head Scott Forstall and retail leader John Browett

   

_________________________


Cook dismissed Forstall after he refused to sign a public letter to Apple customers apologizing for the mapping software’s flaws...  Cook signed the letter instead.

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...“Both departures were likely forced by Apple’s CEO,” Amit Daryanani, an analyst at RBC Capital Markets, wrote ...  “While there will be concerns about future execution given Mr. Forstall’s departure, we note that Apple has navigated through past turnovers impeccably.”

   

Mapping Software

Forstall was responsible for the mapping software introduced last month that was widely faulted for bad directions and missing features, marring the debut of the iPhone 5. 


Cook dismissed Forstall after he refused to sign a public letter to Apple customers apologizing for the mapping software’s flaws, according to a person briefed on the matter. Cook signed the letter instead.


The management changes leave Ive, who already heads industrial design, with more authority over the vision and details of Apple’s products.  ...Before he died last year, Jobs controlled the experience, melding input from disparate teams. In the new structure, Ive takes on that role.


Retail ‘Mistake’

In August, after Apple had reduced staffing at some retail locations, cut hours and limited store transfers under Browett’s leadership, the company backtracked on the new policies, calling them a “mistake.”


See the full article, including a 9 minute video here.


Photo credit:  Bloomberg

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No More Waiting Room? Change Health Care is Implementing, as Learned From Toyota

No More Waiting Room?  Change Health Care is Implementing, as Learned From Toyota | Change Leadership Watch | Scoop.it

"Eliminating waiting rooms?  Medical Assistants that act as project managers for physicians?  The Toyota method reaches healthcare for increasing efficiency and reducing cost."


New healthcare efficiencies were featured in a special report on PBS this week.  Cleveland Clinic is shown eliminating waiting rooms.  


Virgina Mason is featured highligting the "flow director" status of medical assistants.  A crisis drove change at Virgina Mason, which brings up the idea of danger:  crises + opportunity.  How they fared:



____________________


For... routine or uncomplicated back pain, Mecklenburg offered a surprising conclusion...“most of our care process was no help at all.”


____________________



Excerpted:


A crisis drove an innovative breakthrough at Virginia Mason Medical Center. Robert Mecklenburg, MD, was chief of medicine at the hospital in 2004 when the insurance company Aetna threatened to exclude Mecklenburg’s healthcare organization from an elite network.


Aetna was in a powerful position as a purchaser of care for such major companies in the Greater Seattle area as Starbucks, Costco, and Alaska Airlines, among others.


  • At Virginia Mason, the patient was at the top of the pyramid that embodied...its vision to transform health care. But ...employers paid the bills. ...Mecklenburg realized that neither he nor his physician colleagues had ever really considered the companies paying the bills as customers.


Mecklenburg invited Starbucks and Aetna to join with Virginia Mason in forming a marketplace collaborative to identify and solve the quality and costs issues around the treatment of routine or uncomplicated back pain.


Mecklenburg found that money and time were being wasted on expensive visits with primary care physicians and specialists that added little relief to the patients’ conditions.

  

____________________

  

Mecklenburg found money and time were being wasted on expensive visits with ...physicians and specialists that added little relief to the patients’ conditions.

____________________


   

Mecklenburg offered a surprising conclusion...“The value stream showed that most of our care process was no help at all.”

  

A Virginia Mason marketplace collaborative delivered the following benefits.


  • Increased patient capacity. By reducing the number of patients who obtained procedures and tests unnecessarily
  
  • Improved treatment pathways for other health conditions including migraine headaches; breast nodules; shoulder, knee, and hip pain; acid reflux; and cardiac disease.
   
  • Evidence-based scheduling of expensive imaging tests. Using a Toyota principle called “mistake proofing” patients check boxes on a questionnaire to determine their need for MRIs and other imaging tests.


Read the full article here.


Photo credit:  frances1972 (Waiting Room) on Flickr.com


Excerpt is from Pursuing the Triple Aim: Seven Innovators Show the Way to Better Care, Better Health and Lower Costs by Maureen Bisognano and Charles Kenney. Copyright (c) 2012 by John Wiley & Sons Inc.

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The Balance of Fearlessness, Jacqueline Novogratz, CEO of Acumen Fund, Businesses Aiding the World’s Poor

The Balance of Fearlessness, Jacqueline Novogratz, CEO of Acumen Fund, Businesses Aiding the World’s Poor | Change Leadership Watch | Scoop.it

Jacqueline Novogratz of the Acumen Fund, which invests in businesses aiding the world’s poor, says, '...it’s holding that balance of not being reckless, but also having a huge element of fearlessness.'"

  

Insights into those working with the world's poor, including this leader, sheds light on moldering, out-of-date leadership practices and new ways of leading that have yet to take hold.

  

Jacqueline Novogratz is the chief executive of the Acumen Fund which invests in businesses aiding the world’s poor. This interview was conducted and condensed by Adam Bryant.


This also goes with this quote by Arianna Huffington:  


"Fearlessness is like a muscle. I know from my own life that the more I exercise it the more natural it becomes to not let my fears run me."

  

Excerpts:

  

Jacqueline Novogratz's approach to leadership:

  

Leaders can get stuck in groupthink because they’re really not listening, or they’re listening only to what they want to listen to, or they actually think they’re so right there's no listening. 

  

__________________________________

    

Ask questions in a way that will elicit more nuanced answers...

__________________________________

   

The kind of leaders we need....are really open to listening to solutions from people who are most impacted by the problems.

  

I’ll often say at Acumen that you’ve got to learn to listen with your whole body.

  

Lean in and pay attention to their body language and their level of comfort or discomfort. Ask questions in a way that will elicit more nuanced answers, rather than the answers you would like to get.


Q. What kind of culture are you trying to foster at Acumen?

  

We are building companies, and so we have to be really accountable. We’ve got to be tough, and yet we have to be very generous, since we’re working in communities where people make a dollar or two dollars a day.

  

We talk about the power of listening and we juxtapose it with leadership, because sometimes you’ve listened enough, and now it’s time to make a decision.

   

We think about our values [as] a tension or a balance. We talk about listening and leadership; accountability and generosity; humility and audacity.

  

You’ve got to have the humility to see the world as it is …working with poor communities, that’s not easy to do — have the audacity to know why you are trying to make it be different, to imagine the way it could be. And then the immutable values are respect and integrity.


__________________________________
   
We’re building something no one has ever really built before, and so don’t be afraid of making mistakes. Let’s just make the decision to do something.

__________________________________   


Q. What are some other lessons you’ve learned about how to lead?

  

A. ...I have this mantra: Just start and let the work teach you. We’re building something no one has ever really built before, and so don’t be afraid of making mistakes. Let’s just make the decision to do something.

  

This goes back to audacity and humility. …If you start off talking about all the reasons that you’re not going to get there, you’re not going to get there. …It’s holding that balance of not being reckless, [and] having a huge element of fearlessness.

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Victoria Morgia Jamolod-Umbo's comment, October 20, 2012 12:45 AM
I am so happy there are still people like you who are making the lives of the poor easier. Today, as we wake up each morning, we think about what the future brings to us. We complain about bills, how tired are we i solving problems,Yet, all around the world, we did not realize that there are more pitiful and lost souls. We have to accept that we are still more lucky than those people who do not have homes, and are living in war zones.
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Cautionary News: Bangladesh cancels licences of 6000 charities - AsiaOne

Cautionary News: Bangladesh cancels licences of 6000 charities - AsiaOne | Change Leadership Watch | Scoop.it

"Bangladesh cancels licences of 6000 charities" ~ Sep 11, 2012


On a day that the USA remembers terrorist acts, it's also useful to also remember what is going on in the world in some of our most impoverished areas of the world, where non-profits, NGOs hope to make a difference.


According to this post, thousands of charities are being shut down in Bangladesh over the past 3 years, attributed to power moves.  (See the Peter Drucker "There's no such thing as leadership" article for how effective that really is, long term.)


Excerpt:


Bangladesh has revoked licences for more than 6,000 charities over the last three years, an official said Tuesday, in a policy that critics slammed as a government attempt to extend its powers.


______________________________

"The government increasingly acts as though it is interested in controlling the NGO sector to a minute level detail, which will only stifle civil society activity."

______________________________


Masud Rana, spokesman for the social services department, said the licences for non-government organisations (NGOs) were withdrawn after charities were found to have collapsed or have changed their area of work.


"Most of these NGOs were sitting idle doing nothing or doing things other than they were permitted," Rana told AFP.


But the New York-based Human Rights Watch (HRW) group said the closures were a deliberate move by Prime Minister Sheikh Hasina's government.


"This is just a smoke screen to exert political control over civil society," said Brad Adams, Asia director at the HRW.


"The government increasingly acts as though it is interested in controlling the NGO sector to a minute level detail, which will only stifle civil society activity."


Read the full article here.

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Victoria Morgia Jamolod-Umbo's comment, September 14, 2012 11:02 AM
This is a very terrible act to cancel all these charitable institutions. Politics is in the air again, controlling the lives of people. It is bad enough that we have war in these districts, but what is worst is the fact that they all seem not to care for the those who have least in life.
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15 Of The Sharpest Up And Coming CEOs In Silicon Valley

15 Of The Sharpest Up And Coming CEOs In Silicon Valley | Change Leadership Watch | Scoop.it

Here's the Tech CEO best of the best list via Business Insider. Tech startups CEOs give a great view of what's next.


Here's two from the full list that were quite fetching in ingenuity and business style.  It's also an easy to browse, via click, article. ~  Deb


Excerpts:


Jamie Wong speaks multiple languages and has spent her life traveling the world. Now she's building a startup that makes it much easier for everyone to do the same.]


Vayable basically shortens the process of planning a vacation from 30 hours down to about 5 minutes. It makes it easy to plan "experiences," like touring the Louvre with a French student instead of riding a tour bus around town.


Patrick Collison's Stripe has become the go-to provider for accepting payments online. It makes it dead simple to add a way to pay for things on just about any app.


That's great for other founders, because payments are typically the most tricky part of building an application, and can take months to finally get off the ground. With Stripe, it's just a few lines of code.


Read more: http://www.businessinsider.com/25-hot-ceos-of-silicon-valley-startups-you-cant-afford-to-ignore-2012-8?op=1#ixzz258nSrsMH

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“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All?

“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All? | Change Leadership Watch | Scoop.it

"The executive work/life dilemma for women and men includes Steve Jobs' contributions while seriously ill - a provocative thought piece by the Glass Hammer."


Change leaders are culture leaders.  The American leader work ethic for women and men is featured here, in controversy about growing leaders, both women and men. It's a long term, evolving change & leadership issue with shifting impact for both genders.  ~  Deb


Excerpts:  


There’s increasing polarization on the subject of how to handle work-life’s ever-escalating challenges for women.

   

___________________________

   

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health & well-being. The key word is sustainable.”

___________________________


The friction is visible in the varied media responses to news that incoming Yahoo CEO Marissa Mayer will be the first female CEO to take the top spot while pregnant, and to Anne-Marie Slaughter’s controversial cover story for The Atlantic, Why Women Still Can’t Have It All.


Part of the dilemma revolves around a concept coined by Sheryl Sandberg, Facebook’s COO: “leaning in” versus “leaning back.”

Sandberg describes how failing to “lean in” inadvertently leads many women to leave the workforce:

  • “Women almost never make one decision to leave the workforce,” said Sandberg. ...Maybe it’s the last year of med school when they say, I’ll take a slightly less interesting specialty because I’m going to want more balance one day. Maybe it’s the fifth year in a law firm when they say, I’m not even sure I should go for partner, because I know I’m going to want kids eventually. ...And from that moment, they start quietly leaning back. The problem is, often they don’t even realize it.”
   
  • “During the last years of his life, [Steve Jobs] created the iPhone, the iPad, he was moving into television.  ...He was very sick...in the last years of life when he didn’t have time.”

  

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health and well-being. The key word is sustainable, ” says Teri Johnson.  


She suggests the analogy a long distance runner versus a relay racer.


  • “Any of us can push hard in a relay, but the distance runner knows to pace herself, to make rest days as important as training days and to take excellent care of herself to avoid injury. She saves the real push for the race, when it is important.”

   

Read the full post here.


Photo credit:  JD Hancock

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Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO]

Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO] | Change Leadership Watch | Scoop.it

Intuit founder Scott Cook and what went wrong the first time they rolled out the company's Quicken tax prep software worldwide.


It would see cultural due diligence was the lesson learned here.  

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We can launch,  ....but then the sales slowed way down.  

______________________________ 

   

Yes, it seems it was a ethnocentric blind spot.  Paraphrased:  ONLY in the US did we studying the customer & give them exactly what they wanted.  We didn't do that overseas.  

    

Excerpted:

   

We'd get meetings of our global teams together…  We could launch, could get the press, we could fill the channel, we'd get initial evidence.

   

But then the sales slowed way down.   

   

Visiting the Japanese:  150 people crammed into the biggest room we had.   Strategy, plan, dream.  He asked for questions.  In Japan, they don't ask questions of the big guy.  Silence.

   

One engineer, finally, cautiously raised his hand:  Why does our product for Japan look just like an American product?  It was built for Americans, not Japanese.   …And he was right.  Ultimately the root cause problem was too hard to overcome.

   

The root cause was baked into our early decision.   …We build them based on what we knew in the U.S.

   

See the full video here.

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Leading via Smart Delay, Pro-cras-ti-nation Power

Leading via Smart Delay, Pro-cras-ti-nation Power | Change Leadership Watch | Scoop.it

Is it wise to be so obsessed with speed? Businesses are forever saying that they need more creativity. Dithering & tinkering can help. 

   

In praise of smart procrastination:

   

..."slowing down makes us more ethical. When confronted with a clear choice between right and wrong, people are five times more likely to do the right thing if they have time to think about it than if they are forced to make a snap decision.
   
Organisations with a “fast pulse” (such as banks) are more likely to suffer from ethical problems than those that move more slowly.
   
More context in the original article here:


Source:  http://www.economist.com/node/21558218?goback=%2Egde_1935110_member_133370249




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The "Un-CEO" Of W.L. Gore, How To Deal With Chaos, Terry Kelly

The "Un-CEO" Of W.L. Gore, How To Deal With Chaos, Terry Kelly | Change Leadership Watch | Scoop.it

Embrace "rainmakers," says the leader of the company behind Gore-tex. Her mantra for seeing 10,000 associates in dozens of countries through turbulent times: maturity.


We have what we call rainmakers and implementers,” Kelly explains.


________________________

So we try to protect the rainmakers. That means we have to be comfortable with more chaos.”

________________________


“Rainmakers come up with wild ideas, implementers make them real. The two drive each other crazy. If you’re not careful, control will gravitate to the implementers. So we try to protect the rainmakers. That means we have to be comfortable with more chaos.”


“Our organization is used to dealing with chaos, we have a high tolerance for it. We like to respond to crises. When the ship is under attack, the level of ownership is high, culturally. But you don’t want to run an organization that is constantly under attack.”

~ Deb
Deb Nystrom, REVELN's insight:

Not everything is innovative and cutting edge at W.L. Gore (Gore-Tex).  As a large private company, they have their share of issues among the ranks.  


Glassdoor, which does tend to draw plenty of naysayers and disgruntled reviews, also provides a negative universe window in, which includes Gore's peer (associates) review process tied to compensation, usually (in my book) a bad idea - to tie compensation to anything involving review.  ~  D

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J.C. Penny update: Too Much Change, Too Fast? Or Customer Connection failure?

J.C. Penny update:  Too Much Change, Too Fast? Or Customer Connection failure? | Change Leadership Watch | Scoop.it

It is less about how fast CEOs are willing to move than how quickly their most reliable customers are prepared to change.

   

Ron Johnson's bold overhaul of the sagging American retailing icon J.C. Penny went too far too fast.


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Failure simply means leadership went too fast or didn't go fast enough. That's rationalization, not insight.


_______________

   

 When "reckless" moves succeed, they're retrospectively rebranded as "bold." When "timidity" triumphs, it's celebrated as "patient" and "safe."

  

Failure simply means leadership went too fast or didn't go fast enough. That's rationalization, not insight.

  

How fast are your customers willing to change?

 

Your own rate of change is determined less by the quality or price/performance of your offerings than the measurable readiness of your customers and clients.

  

_______________

   

Electrolux's  70% rule helps identify and clarify their customers' readiness for change.


_______________


   

Their internal readiness matters more than yours. Their inertia matters more than your momentum.

  

Electrolux, has implemented a new "70% rule" for testing its new product innovations to make sure it's not getting too far ahead or falling too quickly behind either its customers or competitors.

 

Electrolux CEO Keith McLoughlin has declared that new product prototypes have to enjoy at least a 70% customer preference rate in blind competition with best-selling rival products. "

 

Speed to market" isn't what's driving the change.

 

The goal is assuring that the firm's ability to innovate is effectively aligned with the customers' willingness to value them. The 70% rule helps identify and clarify their customers' readiness for change.

Deb Nystrom, REVELN's insight:

It's alluring, thinking it is about getting the amount of change just right.  Wrong focus.  It is about where and who the customers area, and how adaptable and ready they are for change.


On the individual level, it's also about preferences for change.  The assessment tool, iWam (the Inventory for Work Attitude and Motivation) has a "clock" feature that shows individual preferences for change.  

As goes the individual, probably so goes the customer culture, witness the articles overview of the tech market and the appliances market.  ~ D

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Daimler: $120M investment in Redford plant, Detroit & 115 New Jobs

Daimler: $120M investment in Redford plant, Detroit & 115 New Jobs | Change Leadership Watch | Scoop.it

"President Obama gave a shout-out to Daimler Trucks for investing $120 million in the Daimler Detroit Diesel plant in Redford, Mich..."


Some good news for Detroit, including the spin-off jobs that come with new investments.


Excerpts:


Daimler Monday announced it was investing $120 million in the Daimler Detroit Diesel plant in Redford, Mich., that will create "115 good, new union jobs building transmissions and turbochargers right here in Redford," Obama said.


____________________________
   
Daimler Trucks North America is the only manufacturer ....with a fully integrated powertrain from its own production...

____________________________
   

     

With the investment, Daimler Trucks North America is the only manufacturer in the North America Free Trade Agreement Region with a fully integrated powertrain from its own production, the company said in a release.


The plant already turns out engines and axles. With the investment, the plant soon will be building all the key parts that go into a truck, Obama said.


"No one else is doing that," he said.

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Deb Nystrom, REVELN's comment, December 12, 2012 1:30 PM
You are most welcome Puneet.
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'Employees cannot just be another means of production' - Hostess, Labor Policy, Jennifer Grandholm

'Employees cannot just be another means of production' - Hostess, Labor Policy, Jennifer Grandholm | Change Leadership Watch | Scoop.it
Larry Cohen, president of the Communications Workers of America, talks about what needs to happen to develop a flexible labor policy in the U.S.


What is the best way to have participation by ALL in the future planning and innovation of an industry?


"We are out of whack as far a global democracies go."


"It's not just about getting more education.  Too many people believe that will solve this."


"It's also about getting a voice...what stake do we each have in this country?"


Photo from former governor Jennifer Grandholm's Facebook stream.  "Walmart and Hostess could learn something from this."


Here are some posts by Deb on stakeholder events that involve everyone:


    

    
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Target Managing Change, Unique & Standard, Starting With the CIO

Target Managing Change, Unique & Standard, Starting With the CIO | Change Leadership Watch | Scoop.it

"Target Corp. is among the top three or four U.S. retailers, ...a coveted position in such a volatile industry.  IT is a critical player in each move, if not a keystone."


The CIO of Target provides insight into how the giant retailer accomplished major change in the last 2-3 years.  For readers from larger companies with IT responsible for helping support major change, how does their story resonate with what you've experienced with IT as an accelerator or lever?

_________________________

  

We're making changes where [project] life cycle is a matter of days or weeks...

_________________________


Excerpts:

Target brought over Beth Jacob from an operations post, an unconventional move. Jacob was vice president of guest operations when she was tapped to lead IT as executive vice president and CIO with a budget of over $1 billion.


She oversaw Target.com's switch from Amazon.com's e-commerce platform to one that was home-grown.


At the other end of the big-project spectrum, Jacob has introduced projects that capitalize on mobile computing, such as smartphone coupons.


CIO Insight: The nature or change has changed, hasn't it? It seems that change isn't always iterative... You can't attack fires the same way because the fire's never the same.


Jacob: You're spot on. …change management is …going to be more important than ever. ...Change is something we lean into.


Because of that, the TTS team has had to change almost everything, including the way it partners [internally and externally]. And the way it approaches different organizational change initiatives.


...In the last year or so, the pace of change has significantly increased. We're making changes where the [project] life cycle is a matter of days or weeks - think about the mobile capabilities we've implemented.


CIO Insight: ...days and weeks. Can you expand on that?


Jacob: We have to be ready to bring a company offering to our guests and staff, both of whom are more tech savvy. One example would...mobile [device] coupons. Last holiday, we created a mobile-coupon program tied to our toy catalog in just a few days. ...The coupons are very easy for guests to use, very easy for our team members to work with.


[Ed. note: Target claims to be the first national retailer to offer a scanable mobile-coupon program, in 2010. Shoppers who opt in get a text-message link to a mobile Web page that can contain multiple with offers, all accessible through a single bar code. Coupons are then redeemed by a cashier scanning the bar code on the shopper's phone at checkout.]


CIO Insight: You took a big gamble ...when Target decided to abandon Amazon.com's e-commerce platform for one you built yourselves. 


Jacob: It took us just over two years to get off the Amazon platform and onto our own. Overall, it went well.


Photo source:  Wikipedia.org (en)


Click on the title or photo to read the full article.


From Deb,  Change Management is an engagement focus. Exert too much control, and you stifle it. Here's more about control issues within a project implementation:


   
    
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Detroit on the List: 10 US Cities with the Best Job Growth Right Now

Detroit on the List: 10 US Cities with the Best Job Growth Right Now | Change Leadership Watch | Scoop.it

"The Career Builder study looked at jobs created in the most most populous metros from 2010 to 2012.  Detroit is number 4 on the list, jobs up 5%."


Great news to see Detroit listed in the #4 spot!  ~  Deb


Excerpts:


________________________


...The rebound in manufacturing helped to land Detroit in the top ten.

________________________


“There is a close correlation between the top locations for job growth and the concentration of fast-growing industries in those markets,” said Matt Ferguson, CEO of CareerBuilder, in the study released Wednesday.
 

“Technology hiring is a big contributor for growth in the Bay Area and Raleigh and while Texas cities, Oklahoma and Salt Lake are benefiting from strong oil and gas activity.


________________________


Detroit tops the nation ...as the area that's added the most manufacturing jobs in the country from January 2010 through 2011.

________________________


...The rebound in manufacturing helped to land Detroit in the top ten while healthcare continues to thrive in Phoenix.”


The study looked at jobs created in the most most populous metros from 2010 to 2012.


4. Detroit, Mich.


Jobs added from 2010 through 2012: 92,407 (up 5 percent)


According to a report published by think tank Brookings Institution, Detroit tops the nation — coming second only to Charleston, SC — as the area that's added the most manufacturing jobs in the country from January 2010 through 2011.


Read the full article here.


Deb's comparison of Detroit and Las Vegas is also here:


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Sustainability is about Impact! The Double Bottom Line > Letting Go to Let Come

Sustainability is about Impact!  The Double Bottom Line > Letting Go to Let Come | Change Leadership Watch | Scoop.it

"It's the double bottom line, baby!  ESPECIALLY if you are in non-profit leadership today."

  

I just heard Jeanne Bell, CEO and author of NonProfit Sustainability talk honestly about the double bottom line in her own business as well as in her consulting engagements.  Her fresh, tested perspective rings true.

  

In a nutshell:

  

  • ...in the mythic past it was possible to think first about strategic impact goals, and then about how to raise the money. ...today...you can't talk about what you're going to do without talking about how to get the money. And, you can't talk about how to get money without talking about what you're going to do.
  
_______________________
  
Cultivate direction, identify sacred cows. Name it. CHANGE it.
_______________________
    
Here are some gems from her presentation today in Flint, Michigan as well as a great Scooped article by her.  Flint is an appropriate setting; it's a place that has seen hard times and where the BEST Funders Collaborative brings in stellar talent to keep non-profits doing what they do best.
     
  • Declare change as constant.
  • Model change by turning down money not headed in the right direction.  We have some agency over this – don’t have to jump to funders. "
  • Cultivate direction, identify sacred cows. Name it. CHANGE it.
  • Use good tools, frameworks.
  • DO NOT confuse strategy and planning. 
_______________________
    
What is sustainable today may be unsustainable tomorrow.
_______________________
         
Excerpted gems from the article:
   
  • If the financial goal in a for-profit company is to maximize profit, should our goal as a nonprofit be to have $0 profit? Or should the goal be to grow an endowment of $10 million, or to have a surplus of 5%, or a deficit of no more than $50,000?
     
  • The financial goal of a nonprofit is to ensure that it has adequate working capital; that is, its financial goal is to have enough money to do its work over the long term. Today we often use the term sustainability...
     
  •  What is sustainable today may be unsustainable tomorrow. ...We never arrive at a mix of programs and revenue streams that can be described as permanently sustainable. But we can always be heading in the right direction.
      
   
Read about Jeanne's dual bottom line here.   
   

Related to this, read Deb's article on strategic agility (the end of strategic planning) here.
      
Now I'm hearing Paul Saginaw, co-founder of the very successful Zingermans community of businesses in Ann Arbor talk about founding Food Gatherers, feeding the hungry in Ann Arbor.  Quite the point.
   
Photo above: Jeanne Bell, Steve Zimmerman and Jan Masaoka (left to right in photo) are all former nonprofit CFOs and they all appreciate the environmental aspects of sustainability as well. Jeanne is now CEO of CompassPoint Nonprofit Services.
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Female muscle, the Changing Politics & Economy of Gender, Women in Leadership

Female muscle, the Changing Politics & Economy of Gender, Women in Leadership | Change Leadership Watch | Scoop.it

"Insights into Leadership & the Politics of Gender via the book, The End of Men: And the Rise of Women by Hanna Rosin to be published in Britain in October"


At the local Women's Exchange of Washtenaw Forum 2012, one of our Open Space group discussions was on the Politics of Gender.  This intriguing book brings up good points about the shifts & changes in our disruptive, social media charged, globally connected world.    

   

The photo set, including several public photos, is here:  Women, Empowerment at WXW Open Space Exchange Forum2012   ~  Deb

  

__________________________
  
“All the things we need to be good at to thrive in the world…are things that my female friends and competitors are better at than me.”

__________________________

   

Excerpted - from the Economist, Sept. 2012:

   

Women dominate university attendance around the world.

   

  • In South Korea more women than men pass the foreign-service exam, which has sparked the foreign ministry to implement a minimum quota for men. 
   
  • In Brazil nearly a third of women earn more than their husbands, a phenomenon that has caused men to form church support-groups calling themselves “Men of Tears”.
   
Ms Rosin, an editor at Atlantic, whose book grew out of an article she wrote for the magazine in 2010, highlights how women today are excelling, while men founder.
   
As part of her research, she travelled to many corners of America, including Auburn-Opelika, Alabama, where women’s median income is 40% higher than men’s.
    

The financial crisis has been especially unkind to men: three-quarters of the 7.5m American jobs lost in the recession belonged to men and were in traditionally masculine industries, such as construction, manufacturing and finance.

   

  • “Probably no one has had their wife move up the ladder as far as I’ve moved down,” says one man.
   
  • Another, who is annoyed that his girlfriend earns more than he does, complains, “All the things we need to be good at to thrive in the world…are things that my female friends and competitors are better at than me.”

  

__________________________

  

The new service-based economy rewards communication and adaptation, qualities that women are more likely to have.

__________________________

    


Ms Rosin highlights the deterioration of the male-in-the-workplace condition.

    

  • The new service-based economy rewards communication and adaptation, qualities that women are more likely to have. 
    
  • Only about 3% of men have taken over raising children full-time while their wives support their families. 
    
  • Instead, many men, especially young ones, have retreated into a world of video games, drinking and prolonged adolescence—a phenomenon identified in “Guyland”, a 2008 book by an American sociologist, Michael Kimmel.

 

Read the full post here.

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Leadership Challenges: Embrace paradoxes to move forward

Leadership Challenges: Embrace paradoxes to move forward | Change Leadership Watch | Scoop.it

"This provocative post highlights current business paradoxes challenging leaders:  change or remain stable, complexity versus simplicity, growth and sustainability and more."


After seeing evidence of our increasingly VUCA world, one that is growing in its Volatile, Uncertain, Complex and Ambiguous characteristics, this useful list of paradoxes resonates.  Does it resonate to your experience?

 

___________________________

  

Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

___________________________

   


Excerpted:

  

Paradox 1: growth versus sustainability

Growth as it is currently defined tends to result in an unquestioned and unchecked consumption of resources. Sustainability considerations are generally considered to put a major strain on growth ambitions.


The way forward is innovation, but another paradox present itself:

  

Paradox 2: innovating versus operating

Innovation is increasingly about service, process, business model and social innovation.

However, focusing on innovation does not mean ignoring operations. The trick is that what allows operations to thrive can seriously get in the way of innovation and vice versa.

  

Paradox 3:  change versus continuity

If you try to innovate too many things at once you will end up with chaos, if you do not change at all your organisation will decline. What is the right balance?

  

Paradox 4: collaboration versus competition

Business is inherently competitive yet today, collaboration is common, with most companies having collaborated with their suppliers and their customers. Leading companies are promoting collaboration through crowdsourcing or with competitors.

  

Paradox 5: complexity versus simplicity

Demands on leaders result in increasing levels of complexity, arising from the number of possible, unpredictable interactions between collaborate, compete; change, remain stable; innovation or operational excellence; growth or sustainability. Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

  

Paradox 6: Heart versus mind

Decisions need to be made in the face of incomplete analysis, unpredictable outcomes and changing circumstances. The foundations for analysis and factual arguments differ from emotional and visionary engagement; people who excel at one are not necessarily particularly good at the other and yet both are needed.

  

Read the full article by Dr Bettina von Stamm here.

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Las Vegas Points to Our Crumbling Past and a "Triumph of the Cities" Future

Las Vegas Points to Our Crumbling Past and a "Triumph of the Cities" Future | Change Leadership Watch | Scoop.it

The first American city of the new century is a dazzling metaphor for our collapse & may point the way to a glittering triumph of the cities.

  

I thought I'd never want to visit Vegas.  EVER.  


Then it turns out I'm on the panel and a facilitator for an Open Space event at a global change practitioner's conference this past April.  With that, and a fabulous 5 days in Vegas in mind, this Atlantic article resonates change.  Perhaps it will for you as well.  ~ Deb

___________________________

  

"Vegas was the rest of the country, but with its foot on the gas," ~ Robert Lang, Brookings Mountain West at UNLV."

___________________________



Excerpted:

  

Recall the classic scene in Michael Lewis' "The Big Short" at a subprime mortgage conference at the Venetian hotel on the Las Vegas Strip. While being served by the very type of cocktail waitresses who had likely been given subprime loans they couldn't afford, Lewis's hero Steve Eisman discovers how insane Wall Street had gone in its love affair with subprime, and with collateralized debt obligations and credit default swaps.

  

WE ARE ALL VEGAS

  

...financial industry critics have taken to calling Wall Street a giant casino.   ...The Las Vegas economy remains a basket case, with an unemployment rate of 12 percent, plus clogged bankruptcy courts and a ravaged real estate market. The American economy isn't doing much better.


___________________________


And ...champagne of the good times had castor beans in it anyway.

___________________________

    

Wall Street and Vegas became locked in a lover's embrace that wasn't always healthy for either. ...MGM Resorts International has $12 billion in debt; Caesars Entertainment a staggering $23 billion.

   

"Vegas was the rest of the country, but with its foot on the gas," says Robert Lang, director of Brookings Mountain West at UNLV.


THE NEW VEGAS


This being America though ...Las Vegas might be coming back. There's a recognition among elites that the good old days aren't returning. (And ...champagne of the good times had castor beans in it anyway.)


Gov. Brian Sandoval, a Republican increasingly distinct from the national party's pre-New Deal orthodoxy, unveiled an economic plan earlier this year that leans heavily on education as a way to diversify the economy into potential growth sectors beyond tourism and gambling, including health care, information technology infrastructure, renewable energy, mining, transportation, aerospace and defense.

   

The governor's brain trust hopes the Nevada economy will look different in a couple decades, just as Denver and Dallas, the poster children of the excesses of the S&L debacle, have become innovative, prosperous and stable economies.


Tony Hsieh, the CEO of Zappos, the big online apparel company now owned by Amazon, struggled to find workers in the Bay Area who understood the customer service mission. So in 2004, the company moved to suburban Las Vegas, where it found cheap real estate and workers, schooled in casino culture, who were familiar with the customer service ethic and the 24 hour workday.


The company has thrived in Las Vegas, and now Hsieh ...a passionate urbanist, [is] given to handing out copies of Harvard economist Edward Glaeser's book, Triumph of the City, to anyone in shouting distance.  


___________________________

    

"Downtown Las Vegas is the four minute mile."

___________________________


Silicon Vegas? 


 GigaOM recently profiled five Vegas tech companies to watch, a development that would have been unheard of even two years ago. Hsieh has rented out 50 units of a downtown condo tower and turned it into a freewheeling tech and culture salon, like a college dorm for a Vegas Ted conference.

   

...Half of the world's population live in cities, and three-fourths will in our lifetimes, he notes.

   

"If you can make downtown Las Vegas the most community driven and learning-focused place in America, it's like the four minute mile.


Downtown Las Vegas is the four minute mile."


See the full article in The Atlantic here.


DN:  With the passage of the Detroit Institute of Arts millage by Metro Detroiters this past Tuesday keeping the museum open and accessible, Dan Gilbert's (Quicken Loans)  and others' support of Detroit, a Triumph of the Cities, may be possible in the USA.


   

    


Deb's mothership website, REVELN Consulting.


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It's got to be about Why, not How: How Great Leaders Inspire Action, Simon Sinek

"Why FIRST:  Communication and the Golden Circle:  Why, How, What?  Inspire where others do not.  Profit is JUST a result NOT a reason for existing."


Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)


_________________________

   

"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek

_________________________

   


Apple:  NOT, What we do, great computers.  Want to buy one?

RATHER:  Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly.  We happen to make computers.  Want to buy one?


Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.  

   

http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?" 


Source here.


More about Deb's world is here:
Planning & Strategy Retreats 

Presentation Videos - Change Results
Deb's mothership: The REVELN website



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Robin Martin's comment, May 11, 2013 12:39 PM
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Cultural awareness 80% of Change Management Success, Lean Change, Internationally

Cultural awareness 80% of Change Management Success, Lean Change, Internationally | Change Leadership Watch | Scoop.it

Culture consciousness and people management present challenges greater than those related to cost trimming when implementing change, via Lebanese-born Dr. Joe Khoury.

  

Deep change expertise, communication & inclusion in goal achievement lean process is key to this review. ~  Deb

 

Excerpted:

 

__________________


...people were working 12- to 13-hour days unnecessarily – they were, after all, only paid for eight.


__________________

   

Dr. Khoury was one of three engineers lined up to relate success stories of lean principles’ implementation.


“Never underestimate the importance of culture,” Dr. Khoury cautioned.  "...Understanding your people will take you a long way towards reaching your lean goals.”


__________________

   

Through ...illustrating where teams were at in reaching their targets ...people were able to take corrective action sooner.

__________________

   

Dr. Khoury and others from the wider Methode family, including former manager Edward Chetcuti, now a lean adviser and coach, devised the VAVE (value added, value engineering) process to deliver value more efficiently.

 

The process was implemented successfully in China, where labor costs are traditionally lower, and later in the US.

 

The team also created customized software, able to provide a snapshot of the movements of major contributors to raw material cost. The software was later patented.

 

In Mr. Chetcuti earlier project, he examined behavior and processes and found that people were working 12- to 13-hour days unnecessarily – they were, after all, only paid for eight.

 

__________________


   

Information must be cascaded so that everyone within the organisation is aware of the goals,” ~ Antoine Bonello

 

_________________________

 

After classroom training & simulation, Mr Chetcuti and the team took the principles to the shopfloor. People learned to see waste and took ownership of the mission to reduce it and to get things right first time.

 

Through ...illustrating where teams were at in reaching their targets ...people were able to take corrective action sooner. Creative flow of value to the customer began soon after the company stabilised. Within eight months, profits improved significantly.

  
“Information must be cascaded so that everyone within the organisation is aware of the goals,” Betfair’s global head of process improvement Antoine Bonello, explained.

   

“We expect people to learn by themselves, but even in the best companies, employees can score very low on knowledge of what they are doing. Value engineering prevents mistakes from being replicated. ”

 

Read the full article here.

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