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Scooped by Deb Nystrom, REVELN
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WinCo, ‘Walmart’s Worst Nightmare’ Is Expanding Massively

WinCo, ‘Walmart’s Worst Nightmare’ Is Expanding Massively | Change Leadership Watch | Scoop.it
Both Walmart and Costco have reputations for operating stores with minimal staffing—an obvious cost-saving tactic—and WinCo also tries to maximize efficiency in terms of hires and employee hours. While Walmart doesn’t have a particularly good reputation in terms of hourly wages or an ability to keep workers for the long haul, Costco is known to pay workers well, provide good benefits, and, by no coincidence, have great customer service thanks to the fact that employees who stick around for years and obviously want to keep their jobs. Likewise, few WinCo employees complain about their gigs. The company is employee owned, each owner (worker) is entitled to a pension, and health benefits are provided to anyone working at least 24 hours per week.


Related change posts by Deb:
 

      
   


Deb Nystrom, REVELN's insight:

Keep an eye on this company.  Let's see if they can make make it work with expansion.  As a "good business" company, it is encouraging if they can model sustainable livelihood for workers and including pensions and health benefits.

We needs more of these types of companies to turn the tide of increasing poverty in the USA.   ~  Deb 

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Scooped by Deb Nystrom, REVELN
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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.
  
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Cultivate direction, identify sacred cows. Name it. CHANGE it.
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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. 
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What is sustainable today may be unsustainable tomorrow.
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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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Rescooped by Deb Nystrom, REVELN from EPIC Infographic
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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 Richman
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Scooped by Deb Nystrom, REVELN
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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, 2014 10:31 AM
GABY, you are welcome!
Deb Nystrom, REVELN's curator insight, May 6, 2014 3:57 PM

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

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

Scooped by Deb Nystrom, REVELN
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Want Cultural Change to Stick? Change The Way You Operate - Forbes

Want Cultural Change to Stick? Change The Way You Operate - Forbes | Change Leadership Watch | Scoop.it

"Do you want sustained cultural change ? Until the operations change, NOTHING will stick."


Yeah, yeah.  Change consultants know that cultural change can kickstart with organizational changes or strategic changes that look powerful & imply true change. But it is the work in the trenches, the operations changes that make the difference for going the distance.


____________________________


“Building a team that combined the old and the new was critical to our success."

____________________________


Excerpted, a few of the golden gems:


[Operations] is often the most difficult part of the change process because operations involve ingrained habits, practices, and systems.


It’s worth the effort because corporate culture is the only truly sustainable competitive advantage.  [DN:  I'd add leader behaviors for innovation, coaching & team collaboration support.]


From the Equifax case study:


“Building a team that combined the old and the new was critical to our success.


It was critical for me as a leader to not underestimate the people part, getting people to engage, be willing to support and sustain the change.


Strategy and execution has to be joined by a very strong psychological conversion of beliefs, from the old patterns to the new.” 

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