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Nemetics
Nemetics, based on the science of complexity, is a process to understand, model and resolve 'wicked problems' by leveraging authentic constraints in various fields like engineering, social and economic movements & transformations, architecture, design of arrival cities and entrepreneurship to name a few. In order to do so Nemetics has developed a neutral language that can be fluently applied across various disciplines and subjects. The primary tool that it uses is designed on vibration and waves, vibrating strings, tubes and fields characterized by frequencies and amplitudes, which are then expressed and modeled in probabilistic terms to resolve 'wicked issues and problems' through co-created re-design.
Curated by Dibyendu De
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Leading change can happen with passionate people - Kotter applied

Leading change can happen with passionate people - Kotter applied | Nemetics | Scoop.it

Kotter's 8 step process is applied in this case study example, happening now with NetApp.

  

NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.

  

Note:  Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs.  Another approach is a collateral organization (temporary, ever changing ad hoc change groups.)  We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years.  ~  Deb

  

Excerpts:

  

in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.

   

_______________________________

  

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

_______________________________

   

In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via  Harvard’s Dr. John Kotter and Kotter International.

   

The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:

   

take a break from their normal day jobs creatively solve problems and drive change Include a balance of individual contributors and managers, directors and vice presidents agree to leave their titles behind when participating on the Guiding Coalition knows that they will need to do this work in addition to their day jobs collectively identify and guide key business initiatives to accelerate NetApp’s growth evangelizes their change vision and drive a sense of urgency into the organization serves for a period of one year    

The first year over 350 passionate and urgent change leaders applied.

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

   

In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.

  

NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.

  

The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.

  

Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.


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Top 10 Competencies for Change Leaders - Gail's list

Top 10 Competencies for Change Leaders - Gail's list | Nemetics | Scoop.it

"Change leader competencies that also include mindsets. All can be developed."

 

This is a handy list worth reviewing from colleague Gail Severini. There's more to come, including a top-ten competencies for change agents those who are the focus of the change.  ~  Deb

 

Excerpts:


Change Leaders' Competencies include:


1.  Determination and discipline - The leader …“Has a profound resolve toward the specific shifts the organization has identified as essential for its future success,...” And, has the personal discipline to ...ake difficult and challenging actions.

 

2.  Self-Knowledge and mindfulness - ...calm in the midst of high-stress, dynamic change. The ability to concentrate and be attentive to other people and concepts...are intricately connected.


6.  Integrative thinking - Once we accept that transformational change presents enormous ambiguity it becomes obvious that the ability “to hold two conflicting ideas in constructive tension”.


7.  Culture awareness - An understanding of the organization’s current and desired cultures [and] plans for making the shift.


10.  Make meaning - Making the change relevant to every resource who has to make the transition --the  unusual capability to put yourself in someone else’s shoes, to ...help them ...navigate their way through it. 

 

Read the full post here.


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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 | Nemetics | 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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Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | Nemetics | Scoop.it

Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”


Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  


He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb


Excerpts:


_____________________________

Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

_____________________________


Weiner described how powerful the phrase, "Next Play" has been for the company.

 

On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.
1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.
3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.


7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!


Read the full post here.


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Deb Nystrom, REVELN's comment, September 19, 2012 11:42 PM
Thanks Lynn!
Manish Puranik's curator insight, July 10, 2013 12:25 AM

Few more lessons on Leadership...!

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Why Data Will Never Replace Thinking, DPPE, What's the Question? What's the Goal?

Why Data Will Never Replace Thinking, DPPE, What's the Question?  What's the Goal? | Nemetics | Scoop.it
The answers we get out of data will always depend on the questions we ask.

 

Useful.  It also reminded me of one of the tools we use in Whole Scale change thinking:  Data, Purpose, Plan, Evaluate, or DPPE.  Thanks to twitter follower  @resilientchange for this link this week.

 

_______________________________

"Throughout history ....science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."

_______________________________



Excerpts:

 

Data-driven predictions can succeed — and they can fail. It is when we deny our role in the process that the odds of failure rise. Before we demand more of our data, we need to demand more of ourselves.

 

One key role we play in the process is choosing which data to look at. That this choice is often made for us by what happens to be easiest to measure doesn't make it any less consequential, as Samuel Arbesman writes, 

 

"Throughout history, in one field after another, science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."

 

In his book,  political forecaster Nate Silver writes about a crucial element,

how we go about revising our views as new data comes in.


Silver is a big believer in the Bayesian approach to probability, in which we all have our own subjective ideas about how things are going to pan out, but follow the same straightforward rules in revising those assessments as we get new information.


It's a process that uses data to refine our thinking. But it doesn't work without some thinking first.


Read the full article here.


Perspective on change planning, facilitating, organizing, implementing or sustaining via Reveln.

 


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3 Ingredients to Becoming World Class: Will the next Toyota be Chinese, or Indian?

3 Ingredients to Becoming World Class:  Will the next Toyota be Chinese, or Indian? | Nemetics | Scoop.it

"China’s Lenovo is now the second-largest PC maker in the world and hopes to grab the top spot from Hewlett-Packard soon."

 

Read on for goood competitive change  insights here on how 2nd and 3rd tier companies in China and India are now vying for global branding recognition, and why they've got a good shot at making it happen.  

 

Excerpts:

 

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Non-branded companies earn margins of 3-8% and are at risk of being undercut by cheaper rivals. Branded firms enjoy fatter margins of 15% or more.

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Chinese and Indian companies are no longer content to do the grunt work for Western firms, for two simple reasons:

  

non-branded companies typically earn gross margins of 3-8% and are constantly at risk of being undercut by cheaper rivals.      Branded firms enjoy fatter margins (15% or more) and more loyal customers.

 

Yet becoming a global brand is exceedingly hard. ...GfK, a consumer-research company, found that only one-third of Americans were willing even to consider buying an Indian or Chinese car.

 

...How can others make the leap? “The New Emerging-Market Multinationals”, a book by Amitava Chattopadhyay, of INSEAD, and Rajeev Batra, of the University of Michigan’s Ross School of Business, offers some clues.

 


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...global firms need new products and processes that generate buzz.

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The article illustrates three basics:

  

First, they must exploit their two basic advantages—economies of scale and local knowledge—to expand into new markets,      Some firms use their understanding of local markets to expand globally,    Others move swiftly to exploit opportunities.

   

The research in the book offers three more ingredients to these basics:

   

1.  The first is focus: they should define a market segment in which they have a chance of becoming world-class.

    Natura Cosméticos, a Brazilian cosmetics-maker, zeroed in on the market for “natural” cosmetics with ingredients extracted from the rainforest.      Lenovo focused on computers for corporate clients before expanding into the consumer market.     

2.  The second is innovation: global firms need new products and processes that generate buzz. 

HTC produces 15-20 new mobile-phone handsets a year.     Natura releases a new product every three working days.      3.  The third ingredient is old-fashioned brand-building: Questions to decide:          Use the company’s name (as Toyota does) or another name (as Procter & Gamble does - Gillette razors to Pampers diapers)?       How to market effectively in multiple countries without budget-busting? Lenovo has hired an expensive American marketing firm, but saves money by doing most of its advertising work in Bangalore.

 

  

Read the full article here.

 

NOTE: Do you need perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing?

 

You can contact Deb Nystrom here to find out more, without obligation.


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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 | Nemetics | 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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