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UnConventional ~ Josh James, CEO, Hiring the Underqualified & Angry, Learning on the Job

UnConventional ~ Josh James, CEO, Hiring the Underqualified & Angry, Learning on the Job | Change Leadership Watch | Scoop.it

Josh James, Founder and CEO of Domo; Author of Startup Rules responds to ~ The Case for Hiring “Under Qualified" by digging deeper into his hiring philosophy & success.  He's also the all-star executive who also co-founded Omniture and took it from inception to IPO to sale for $1.8B to Adobe


Assessments don't catch what Josh James is talking about, the renegades, the untested, as well as the angry ones who have something to prove.  In that light, Josh James proves how one of his rules shows the limits of the others. - Deb

______________________________

  

#45:  No Unemployed Candidates. Always an Excuse. Too Risky. Top-Rated, currently employed candidates who won’t leave… PERFECT.”

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Excerpts:

Josh James's response to "Dave, Dave, Dave..." in Forbes focusing on his Rule 45: "No Unemployed Candidates. Always an Excuse. Too Risky. Top-Rated, Currently Employed Candidates Who Won’t Leave… PERFECT.”

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...a handful of my executives ...had been fired from their previous job. They were so angry and motivated to prove the world wrong...that I couldn’t resist.

______________________________


I’ve always believed that hiring people with untapped potential can serve as a tremendous accelerant to your business. This is something I learned very early on in my career and has been a staple of my hiring and promoting decisions throughout the course of running my businesses. 

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...hire orphans, picked-on people, or people who have been fired for that exact reason—they are motivated...

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[However], if you were faced with hiring 10 employees who were terminated for one reason or another, or hiring 10 employees who were top-rated, currently employed individuals who didn’t want to initially even interview, then I think the latter group would prove to contain dramatically more successful individuals 90% of the time.

That said, a handful of my executives at Omniture who had been fired from their previous job.  

  • They were so angry and motivated to prove the world wrong (another one of my rules: hire orphans, picked-on people, or people who have been fired for that exact reason—they are motivated), that I couldn’t resist.  


...We have an obligation to the rest of our employees and their families to ensure we have a world-class, globally competitive company.  In order to do that, I want to stack the cards in our favor as much as possible.  Capitalism isn’t always nice.

If you look at my other rules, (DN:  In his list of 55 Start-Up Rules) you’ll notice number 46:

  

  • There are exceptions to every rule and to the extent you make the exceptions, you accept greater risk, but you can also receive greater reward.  

   
In that vein, my startup rule number 20 (also found at http://www.joshjames.com) speaks to that, about hiring the underprivileged and undeserved, who, although they haven’t had the best chances yet, they have the gumption, desire, and enthusiasm and are just waiting for the right person to believe in them.

Half of my management team at Omniture and already half of the leaders who have received promotions at Domo are people who were or are learning on the job.  

We are chock full of people whom I have my eye on and who are killing it in their positions. 

They will deserve and receive promotions down the road despite their lack of a been-there-done-that resume. They have the intangibles.  (DN: That don't show up on assessments, necessarily.)

And by the way, we’re hiring.  - Josh James

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

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

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

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

    

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

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


Read the full article here.

According to multiple so

Deb Nystrom, REVELN's insight:

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

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

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

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

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

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

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


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

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


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

   

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


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

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


The full post is here.



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  • 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:

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

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

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

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


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

 

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  • 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:

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

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

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

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

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

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

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Yahoo says Marissa Mayer has fixed its biggest problem

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

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

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


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

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  • 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:

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

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

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


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Comcast’s deal with Netflix makes network neutrality obsolete

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

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


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


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

___________________________________



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

   

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

    

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


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  • 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:

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

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

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

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

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

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

    

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

    

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

   

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

    

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

  

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

    

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


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


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

     

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

    

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


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


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


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

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  • 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:

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


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

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

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

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

   

Click here to open a window to access the report.

    

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  • 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:

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

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

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

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


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

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

Deb Nystrom, REVELN's insight:

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

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Michigan Today » RESULTS: The state of Entrepreneurship 2014

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

Michigan venture capital vs. national venture capital

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

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

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



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



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

    

     

     

Deb Nystrom, REVELN's insight:

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

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Harvard B-School Dean offers Unusual Apology to Female Students & Professors

Harvard B-School Dean offers Unusual Apology to Female Students & Professors | Change Leadership Watch | Scoop.it
Harvard Business School Dean Nitin Nohria publicly apologized for the school's treatment of female students and professors and vowed to make changes at the school.




Related tools from Deb:


          


Deb Nystrom, REVELN's insight:

The New York Times has profiled, in depth, the experiment to change the culture & climate at Harvard's Business School, culminating with a female Baker's Scholar graduation speech not to be missed.   This sets a remarkable precedent in the year 2014.  ~  D

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3 Ways Leaders Maintain Their Composure in Turbulence: Mack Brown

3 Ways Leaders Maintain Their Composure in Turbulence:  Mack Brown | Change Leadership Watch | Scoop.it

Leaders need to show more composure than ever before in the workplace in the post 2008 economy, becoming more mobile, more transient, more flexible, more innovative, and more strategic and diverse.


Excerpted from a list of 7:

1. Don’t Allow Your Emotions to Get in the Way


Seasoned leaders ...don’t yell or get overly animated when times get tough. These types of leaders have such emotional self-control that even their body language does not give them away.


4. Remain Fearless

When leaders project confidence, they instill it in others. ...


....Recently, Mack Brown, the former coach of the University of Texas (UT) football team, was put under a lot of pressure to resign as a result of his team underperforming in 2013. Though the University handled his forced resignation poorly – considering Mr. Brown had coached the team successfully for the past 16 years – his decisiveness the day he announced his resignation made you feel that his transition out of the job was a positive thing for the university.


Human nature will tell you that he must have been hurting inside, but his decisiveness and presence of mind made those that were watching him speak believe that the future looked bright for UT football.



6. Take Accountability


Leaders are most composed during times of crisis and change when they are fully committed to resolving the issue at hand. ...this means that you have made the decision to assume responsibility and take the required steps to problem solve before the situation gets out of hand.


Article by Glenn Llopis, Contributor.  Full article here.
Glenn offers the immigrant perspective how how companies can become more mobile, more transient, more flexible, more innovative, and more strategic and diverse.


Deb Nystrom, REVELN's insight:

This is a helpful list.  Although I don't agree with all the items, it's useful for reflection in tough times.  

For example, authenticity and showing vulnerability is about honesty, and leaders do need to show this vulnerability from time to time, to be fully trusted.   Mack Brown may have shown this side to someone, yet in public, he did what was right for the school and the team.   ~ D

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What is a Bitcoin, Besides Being Complicated? Try Virtual Finance 2014.

What is a Bitcoin, Besides Being Complicated? Try Virtual Finance 2014. | Change Leadership Watch | Scoop.it

Bitcoin and cryptocurrencies are complicated.  ...bitcoin is the rabbit leading us further down into the rabbit-hole.

     

A BitCoin is a complex digital product that is not legally currency but used as currency and is exchanged for "ordinary income," so there are therefore, tax implications.

 

....If regulators choose to attempt to shut it down, they will only push innovation overseas, possibly to China where already companies like Baidu accept it.


Related posts & tools by Deb:


Deb Nystrom, REVELN's insight:

I've paraphrased the direction of the article and scooped it here, in  Change Leadership Watch for three reasons:

1) Welcome to World 2014.   We chose what in the virtual world will become real.   Bitcoins and digital currency don't have legal standing as currency, except that people are quite actively using them as currency.  If income is earned, even if it isn't legally seen as currency, it is taxable and deductible.


2)  Bitcoin is connected to the famous Winklevoss twins, as mentioned in the film, "The Social Network" (juicy quote in the PS below.)  For all the kvetching about Facebook, WHO, in the USA, hasn't been touched by this social media giant's influence and marketing reach?  If you have a cell phone, developing nations are included in not only Facebook's reach, but perhaps ANY digital business.


3)  The Wild West side of finance is not disappearing anytime soon. Regulation will simply define where it will find a home somewhere on the globe.  Read the last statement excerpted above as the example.  Shut down USA use = shift to China or <fill in eager country here.>


PS:  Here's the quote:   Tyler Winklevoss: We can do that ourselves [beat up someone who stole their intellectual property.] I'm 6'5", 220, and there's two of me.

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Executive Privilege & Power and Change Management, Facing Extinction?

Executive Privilege & Power and Change Management, Facing Extinction? | Change Leadership Watch | Scoop.it

Those in hierarchical positions of power have much to lose...[in a] redefined social contract that redistributes status...


Gail's 3rd post in a series about change in change management:

Organizations are ....dipping their toes into enterprise collaborative platforms that encourage symmetrical interactions and reduce hierarchy.


Technology tools like social media and gamification are unlocking this power by providing platforms that scale and enable dialogue.


This tentative tapping and experimentation with the speed of information sharing, clarification, engagement, and momentum is both exhilarating and threatening to many.


As we .... learn how to ride the vast waves of information [via]... desktops, we are evolving new cultures and new social contracts with each other.


Deb Nystrom, REVELN's insight:

Might the ever widening chasm of executive power and compensation collapse on itself?  It seems possible when reading Gail's series about change management, power, hierarchy, transparency and social connection.

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

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


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

________________
   

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

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

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

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

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

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

 

Deb Nystrom, REVELN's insight:

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

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


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

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

More information is here on my speaking events page.  


~  Deb    
 

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Avoiding Decision Failures: The NASA Challenger Explosion and Groupthink

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

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


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


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

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


This post also highlights 8 symptoms of groupthink including:

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

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

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

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


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

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

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

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

     

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


________________
 

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

________________

     

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

     

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

   

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

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

    

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

   

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


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Deb Nystrom, REVELN's insight:

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


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


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

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

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

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

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

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

      

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

      

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

      

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

    

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Deb Nystrom, REVELN's insight:

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

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

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

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

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

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

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

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

   

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

     
__________________

      

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


Afew other differences:


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

- It has no financial plans;
 

- The bank sets no sales targets for staff;
 

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

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

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


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

   

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Deb Nystrom, REVELN's insight:

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

~  Deb 

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

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

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Daniel Kahneman Revolutionized the Way we Think and Decide

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

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

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

   

_____________________

      

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


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


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

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Deb Nystrom, REVELN's insight:

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

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

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

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


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

     

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


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



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

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


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


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


Read the full blog post here


Photo credit, thenext28days on Flickr, ccc.

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.

Deb Nystrom, REVELN's insight:

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

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

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

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

From the list of 50, a sampling:

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


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


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


7) NIKE
For setting a sustainable example.


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


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


15) MICHAEL KORS
FOR WINNING TWO FASHION RACES AT ONCE

    

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

    

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

    

44) IROBOT
For building the bots that live among us

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


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

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

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

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

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

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3 Innovative 2014 Leadership Trends featuring Fred Keller, CEO of Cascade Engineering, B Corporation leader

3 Innovative 2014 Leadership Trends featuring Fred Keller, CEO of Cascade Engineering, B Corporation leader | Change Leadership Watch | Scoop.it

What innovative leadership methods are being taught in business schools and implemented by CEOs in 2014? Here are three: 1) unlocking hidden strengths, 2) giving second chances and 3) implementing democracy.
 

Excerpts:
 

1. Unlocking hidden strengths


A good example …is in the leadership style of Whole Foods co-CEO Walter Robb. "He draws on individuals' strengths in a way that is firm yet deferential and open," White says. "He's able to be collaborative but is also clear in his directions."



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… it hasn't been easy…{but] guess what? …it made our culture more positive throughout...

and it turns out to be good for business."
   

_________________

 

2. Giving second chances
 

Fred Keller, founder and CEO of Grand Rapids, Michigan-based plastics manufacturing company Cascade Engineering, has led his multimillion-dollar business based on a quote from 18th-century theologian and social reformer John Wesley: "Do all the good you can."
       

Cascade is the largest manufacturing business certified as a B Corporation, which means it has made a commitment to solving social and environmental problems and meets a lengthy set of performance, accountability, and transparency standards.

      

Keller and Cascade's signature program is "Welfare to Career," where the company brings aboard people who have been on government assistance for long periods. Keller says the program has saved the state of Michigan millions of dollars by getting people off the welfare rolls.

     

… it hasn't been easy…{but] guess what? …it made our culture more positive throughout for everyone. And it turns out to be good for business."



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….. our employees feel like they contribute more than they ever did at other companies and are a part of a big story."

    

______________



   

3. Implementing democracy


Avinoam Nowogrodski, CEO of project-management software company Clarizen, says the command-and-control style of leadership popular in decades past doesn't work for today's business environment. "People want a voice, people want to participate, and this requires democratic principles," he says.


….. our employees feel like they contribute more than they ever did at other companies and are a part of a big story."

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Deb Nystrom, REVELN's insight:

These three stories illustrate the changing nature of leadership from the last millennium.  Highly engineered, inflexible, bureaucratic systems are giving way to more systemic, humanistic systems with emphasis on strengths, community and national values, vs. the tunnel vision values of the profit focus of the last century.   ~  Deb

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Deb Nystrom, REVELN's curator insight, January 31, 9:16 PM

The largest B Corporation in the USA is Frank Keller's company, Cascade Engineering.

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Beginning to See the Light - Universities Adapt

"American universities are exiting a period of denial to grasp that they must remake themselves, beginning by understanding their place in society."

Go to the 30 minutes mark in to hear a 5 minute forecast by Huron [Consulting] managing director, Education leader, Edwin Eisendrath. 

__________________
   
Today there is disequilibrium. Once a few universities get it right..it will be very exciting.

    

__________________


Excerpts (not in order):

American universities are ...making their operations more efficient, deferring capital expenditures, and professionalizing management.

    

Faculty needs support.  Smart administrations are building easy to travel roads that faculty can use.

   

Universities are beginning to challenge publish or perish with new incentives, annual review on tenure process, social incentives for faculty - social networks that are institution based rather than discipline based.
    
Today there is disequilibrium. Once a few universities get it right..it will be very exciting.

 

Other excerpts:
Examples of turbulence: President Teresa Sullivan - formerly provost of the University of Michigan, at University of Virginia - hired, fired, rehired.


Good news, Universities are figuring this out. The University of Michigan is beginning to prepare for the public engagement for how to reach out and listen.

     

Questions for universities & colleges what’s changing:

  • Vision (markets, values, direction, needs), 
  • Incentives, support, 
  • Governance
  • Direction of money
  • Capacity to compete
  • National identity, context for the place of universities in society - role will need to be different
  • New or alternative paths to employment:


“A paper on King Lear may lead somewhere, unlike the

rather far-fetched play of the same name. It may be

a stepping-stone to the Local Government Board.

…As long as learning is connected with earning,

as long as certain jobs can only be reached

through exams, [and we]…we take the

examination system seriously.

If another ladder to employment were contrived,

much so-called education would disappear,

and no one be a penny the stupider.”

                                

                                         ~ E.M. Forster, Aspects of a Novel


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Deb Nystrom, REVELN's insight:

This consulting firm director shares examples of how higher education, using technology tools for efficiencies & re-examining how the environment has dramatically changed, is adapting and experimenting with new approaches, now.

     


Examples include:  
     

  • Rethinking publish or perish for faculty, and faculty support

     

  • Administrative  collaboration with FERPA (Family Educational Rights and Privacy Act) and
        
  • Georgetown, Washington, DC - Offers short courses on how policy gets made, with government leaders. 

         

  • Governor of Wisconsin - with its high unemployment rate, is exploring college credits and competencies to build a system that is competency based to help Wisconsin residents get credit for learning and access further online education.

~  D
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Zappos is going Holacratic: No Job Titles, No Managers, No Hierarchy

Zappos is going Holacratic: No Job Titles, No Managers, No Hierarchy | Change Leadership Watch | Scoop.it

“Zappos’ focus on core values and culture has done a remarkably good job of getting around the limits of a conventional corporate structure.” .....“Leaders that already understand the limits of conventional structures are the ones that are attracted to Holacracy.”


__________________
    
“Leaders that already understand the limits of conventional structures are the ones that are attracted to Holacracy.”

       
__________________


CEOs who sign on to Holacracy agree to cede some level of power*. The advantage is that they get to view their company through an entirely different lens. But it’s an adjustment for both leaders and employees. Zappos, which has 1,500 employees, will be the largest company to date to implement Holacracy.


DN:  My contention is hierarchical & autocratic power has natural limits anyway. 


From a recent Forbes article:


…E-commerce retailers like Zappos to tech companies like Valve (famous for having no bosses) to manufacturers like W.L. Gore (famous for democratically electing its CEO), flat organizations are prospering.“There is a growing body of evidence that shows organizations with flat structures outperform those with more traditional hierarchies in most situations,” wrote Tim Kastelle in the Harvard Business Review.


Flat structures work best when a company’s main point of differentiation is innovation, said Kastelle. They also work well when teams need to be more nimble to respond to a rapidly changing environment, and when the organization has a shared purpose, he added.


…Digital and mobile technologies make it easier for employees to work in a distributed manner, wrote Kastelle.


ANOTHER Forbes article provides a counterpoint,  by a former Wall Street Journal writer, is entitled:   Gurus Gone Wild: Does Zappos' Reorganization Make Any Sense?   He quotes another blogger, William Tincup, who lists 6 problems with Holacracy.


Here are four of them in a nutshell:


  • Holacracy seems to be a scheme that’s built for growth, upmarket, happy times


  • People that will thrive in this system will be: (1) people that have a problem with authority, (2) people that can consume ambiguity, and (3) independent thinkers and doers. ...They will argue that it’s an efficient system, a lean system, and it will be at the expense of diversity. 

    

  • Holacracy [is a] value system. Kind of seems cultish, right? 
    
  • How will it scale?    Holacracy is a paper napkin idea that might best fit less than 1% of the companies in America.


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Deb Nystrom, REVELN's insight:

Zappos is known for its zany corporate culture based on 10 core values, innovative/ alternative work environment, and for legendary customer service.  Now Zappos may become known for breaking the hierarchy barriers to how innovative companies are structured and function.  We'll soon find out if it will scale in the bigger organization that is Zappos.


Flatter, social circle organization seems fully in line with the 10 core values of Zappos.  Overall, their great success can has been attributed to many things, incuding a clear, compelling vision of who and what they are and are not, including "It’s Not about Shoes." 

  • "Zappos is a customer service company that just happens to sell shoes.” -Tony Hsieh


In the same way, Coca-Cola is about entertainment, not sugar-water. Zappos now has legendary customer service stories included in books - such as the one about delivering flowers to a customer whose mom passed away.  Another one is about a Zappos rep talking to a customer for over 8 hours (a record that now has been broken.)


As an example, General Motors has adopted a teams approach in some of its plants, yet moves slowly as large multi-national.  Enter the new team oriented, from the ranks GM CEO Mary Barra.  The times, they are a changing!

Zappos has none of the history of hierarchy and the silo creating 1920's scientific management connected older manufacturing practices, to hold it back.


Welcome to a new view of leadership, 2014 style.  Now, we'll see if it will scale.    ~  D

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Kudos's curator insight, January 11, 1:36 PM

An interesting experiment. The fine line between madness and genious. Can people handle it. Time will tell. 

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A Change Leader Profile: 3 Ways to Define it

A Change Leader Profile:  3 Ways to Define it | Change Leadership Watch | Scoop.it

Look for five key competencies - drawn from..." a change-agent profile [based on]... extensive data on Fortune 1000 executives across a wide spectrum of industries. 


We’ve discovered... in that senior group:

    

  • They’re somewhat rare. Approximately 20 percent of senior executives scored high on five key competencies that correlate with effective change management.
   
  • Executives with those five competencies are more task-oriented than people-oriented.
    
  • They also appear to be motivated most by achievement. Power is a close second.
    

And here’s how we arrived at those high-level findings.


We analyzed competencies  ...we’ve identified the following strengths as key indicators of effective change management:

   

  1. Demonstrates flexibility and resilience. 
  2. Recognizes growth opportunities
  3. Strives for results. Focuses on improving performance.
  4. Leads courageously.  
  5. Gains buy-in.  



    Deb Nystrom, REVELN's insight:

    This post also connects DISC profile behaviors such as driving and impact, along with values such as achievement and power to those who lead the pack in effective change leader success.   ~  D

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