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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.
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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.


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

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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.

 

Related tools & posts by Deb:

    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:

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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World for What It Is, or What It Could Be? Elon Musk, Tesla Motors

World for What It Is, or What It Could Be? Elon Musk, Tesla Motors | Change Leadership Watch | Scoop.it

We need people who can execute ...including mastering acceleration.


Elon Musk

Recently featured in a Wall Street Journal article, Musk is compared to Steve Jobs, another visionary, and is then discussed as follows:


Elon Musks's ambitions soar even higher...


His electric-car company Tesla Motors aims to remake the way we drive, while the ultimate goal of his rocket company SpaceX, he said, is to travel to Mars and help build a self-sustaining base there.


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We need people who can execute. Too often people jump ship before they see an idea through...

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Skepticism?  ...each time Mr. Musk delivers a better, less-expensive electric car or launches another rocket successfully, he proves his doubters wrong.


...he co-founded a multibillion-dollar company called PayPal.


...Musk...taught himself to code and program software by the age of 12.


After ...leaving a PhD program at Stanford, Musk dedicated himself to the three important problems that would most affect the future of humanity.  "One was the internet, one was clean energy, and one was space."


All three are revolutionary spaces, and to work in all three most certainly requires an individual willing to completely reinvent himself and his expertise to change course as needed.


We need people who can execute. Too often people jump ship before they see an idea through and don't even begin to master the competency of acceleration before they are onto the next thing.


Related posts from Deb:

     



Deb Nystrom, REVELN's insight:

The Tesla story has elements of sensing the future that can be instructive for anyone in a change space including innovation.  ~  D

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Deb Nystrom, REVELN's curator insight, July 10, 2013 11:09 AM

Originally posted on my Change Leadership Watch stream, it also is highly instructive to the innovation theme, especially with the lessons of staying-the-course with the new idea and execution.  ~ Deb

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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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Newsjacked! Komen without a communications strategy allows the public to define the dialog

Newsjacked! Komen without a communications strategy allows the public to define the dialog | Change Leadership Watch | Scoop.it

It is a current, cautionary tale about social media timing.


Communication strategies are a part of change  Regardless of where you may stand on the issues, once thing is clear from the Beth Katner post cited here - define the conversation, or your public will do it for you..


The photo of PINK items on this post is being shared widely via Pinterest, Facebook an in other LARGE social media channels in protest to the Komen news about funding for breast cancer screening and Planned Parenthood.  


Current update: 

Planned Parenthood gains $650,000 in 24 hours, enough to replace the lost funding from the Susan G. Komen Race for the Cure Foundation.  Source:  The Washington Post

From Beth's network, Kivi Leroux-Miller lays out a case study documenting the social media response and provided an analysis about why it happened. As Kivi says,


Excerpted:


“This is what happens when a leading nonprofit jumps into a highly controversial area of public debate without a communications strategy, stays silent, and therefore lets others take over the public dialogue, perhaps permanently redefining the organization and its brand."


Watch and learn, so you don’t make the same mistake on whatever hot button issues your organization might be wading into.


Kivi has also written about “newsjacking” the technique of piggy backing on a crisis to get more media attention.


Kivi's blog post, featuring her newsjacking timely example, was about a lack of response by the Komen organization to a viral / big news story.    Sorry, regardless of your personal views of this situation, the BIG cautionary tale here is that ignoring social media only makes the situation worse.  Here's Kivi's newsjacking Komen story, to wit:

  • I really didn’t think about the newsjacking potential of the post until I got into writing the commentary, and decided to really call out Komen for the lack of responsiveness to their supporters. 
  • I knew it would be a good lesson for my blog readers, but then mid-morning, Komen posted on Facebook (but still not on Twitter), and I found the response to be really lacking given the outrage.
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How Having & Sharing a Vision For Your Company can Accomplish the Miraculous

How Having & Sharing a Vision For Your Company can Accomplish the Miraculous | Change Leadership Watch | Scoop.it

Your vision should be a reach AND realistic => based on  an ability to develop key distinctive competencies.


What are examples of a clear vision?

Ewing Kauffman, at his founding of the Kansas City Royals baseball team in 1969, articulated a vision of competing in a World Series within 5 years. While this sounded highly improbable at the time, it caused the entire organization to measure every action it took against the aspiration to be the best! Kauffman built a superb organization and, while there wasn’t a World series within 5 years, the Royals did get to the World Series within 10 years.


The Miami Project to Cure Paralysis was started in 1984 with a vision to “cure spinal cord injury.” This was an audacious goal given the state of spinal cord research at that time. Twenty seven years later, the Miami Project has raised over $300 million for research and has pioneered critical breakthroughs in treating spinal cord injury -  unthinkable at its founding

 

In addition to its motivational  value, a clear vision serves as a powerful prism through which you judge every action you take.  It helps you set key priorities.  Does the action in question bring you closer to achieving your vision?

 

For example, if you want to be the best business office products retailer in your city, do you spend sufficient time out speaking with and understanding the office products needs of your potential business customers? A vision  forces you to ask these questions and serves as  a powerful organizing statement for your efforts.

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An Uncommonly Cohesive Conglomerate: The Story of UTC’s Success

An Uncommonly Cohesive Conglomerate:  The Story of UTC’s Success | Change Leadership Watch | Scoop.it

How United Technologies Corporation—owner of Pratt & Whitney, Otis Elevator, and a wide range of other businesses—became one of the major corporate success stories of the past two decades.


The year was 1986. Matsushita’s recently completed Osaka headquarters had …the latest Otis elevators, which were repeatedly failing. …Matsushita and Otis had formed a joint venture …the Otis failure rates were damaging Matsushita’s reputation.


    

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..this shift ...would eventually turn UTC into the highest-performing Fortune 50 company (2000 - 2011) 

    
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In [a] conference room, Matsushita’s managers insisted on talking about root causes—a central concept in quality management, less familiar in the West. …the field engineers placed a hurried call to headquarters that reached George David…the Otis president [who] listened intently. During the next few months, he did something uncharacteristic for Otis—and s…for the rest of UTC and most manufacturing companies. David asked Ito and others at Matsushita for help.



Over the next two decades, David and Ito would become so close that he would eventually say Ito was like “a second father” to him.



The story of that phone call and its aftermath is retold regularly throughout UTC, as one of several incidents that marked the beginning of a fundamental shift in attitude and practice. ...this shift would affect virtually all of United Technologies Corporation’s managers, employees, corporate partners, suppliers, and customers.  It would eventually turn UTC into the highest-performing Fortune 50 company (in the years from 2000 to 2011) and one of the very few conglomerates to sustain a successful diversified enterprise (see Exhibit 1).

 

Deb Nystrom, REVELN's insight:

Getting to the root cause of quality problems, a classic Total Quality Management artifact of the 90s, is important to UTC's leadership success today.  What is your take-away from this case study?   ~  Deb

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8 Powerful Speaking Lessons from 57 Inaugural Speeches: The Good, The Bad, and The Ugly - Forbes

8 Powerful Speaking Lessons from 57 Inaugural Speeches:  The Good, The Bad, and The Ugly - Forbes | Change Leadership Watch | Scoop.it

"To date, there have been 44 United States presidents - on  January 21st Barack Obama delivered the 57th Inaurgural Address."



Here are excerpts from eight (8) lessons the author, Margaret M. Perlis, learned from the best and worst of the inaugural addresses including:


Excerpts:


Keep It Real:  James Buchanan, our 15th president, was one of the worst in American history, when the issues of slavery and secession were reaching a boiling point. While Buchanan rejected slavery...he refused to challenge the constitutional establishment...and states that were threatening secession.


...His inauguration speech ...diminish(es) the severity of impending conflicts by peppering it with words like “simple” or “happy.”


Know Your Audience, Understand Your Outcome:


Abraham Lincoln’s second inaugural address was delivered to a war-torn and weary nation.  ...Lincoln’s brief 600-word address, ....one of the most powerful in U.S. history ...spurned triumphalism, instead choosing a tone of magnanimity: “both sides read the same Bible and pray to the same God, and each invoked His aid against the other.” 


Read the full text here.


For examples of the power of story, see these two examples:

A personal and a human story of overcoming adversity via a classic from Deb's blog:

Several story & case study examples of how to build agility in a volatile business climate:
Deb Nystrom, REVELN's insight:

Via the highest office of the land, USA, change & progress is portrayed in ways that work and ways that do not, showing that storytelling and speeches are important to the leadership art of inspiration and influence.  ~  Deb


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Change leadership investment pays off in big income boost, case study

Change leadership investment pays off in big income boost, case study | Change Leadership Watch | Scoop.it

"Change success:  Putting leadership development at the heart of a major operations-improvement effort paid off in BIG boost in income for a global industrial company."


Once again, a smart leadership investment pays off during a major change implementation boosting income by about $1.5 billion a year.


Excerpts from the case example:


Too often senior executives overlook the “softer” skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include:

  • keeping managers and workers inspired when they feel overwhelmed, 
  • promoting collaboration across organizational boundaries, 
  • helping managers embrace change programs through dialogue, not dictation
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The senior team had to look beyond technical improvements and focus on helping the company’s leaders...
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In this case example, drives for improvement carried a stigma of incompetence, current performance was considered “good enough”, and conflict tended to be passive-aggressive.  There was also a pervasive fear of making mistakes—reinforced by the company’s strong culture of safety and of risk aversion.

The senior team had to look beyond technical improvements and focus on helping the company’s leaders to master the personal behavioral changes needed to support the operational ones.


The company mounted an intense, immersive, and individualized leadership program.  The results are still unfolding, but after three years the company estimates that the improvement program has already boosted annual pretax operating income by about $1.5 billion a year. Furthermore, executives see the new leadership behavior as crucial to that ongoing success.


Read the full story here.

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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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