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Constant change is the new normal

Constant change is the new normal | The new world of work | Scoop.it

Business is becoming ever more complex and according to several major studies less than half the global CEO population feel their organisations are able and prepared to handle the level of complexity they are facing – let alone the level they expect to face in the future.

Many industries have had some tough years with recession, increased competition, changing consumer behavior, rapidly shifting technologies and emerging disruptive business models.

What does it take to respond to these challenges?

 


Via David Hain, donhornsby
Ian Berry's insight:

Constantly changing what's normal when same no longer serves is the new standard and changing what's normal before it becomes imperative is the key

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David Hain's curator insight, August 18, 2014 4:11 AM

Constant change is the new normal. Change is now a constant opportunity to evolve the business. Strategy in a world of constant change, by Torben Rick.

donhornsby's curator insight, August 18, 2014 7:14 AM

(From the article): Many of the new changes and occurrences are both new and difficult to forecast which was not the case in the past, so businesses have to become more agile and robust to be able to succeed in the new environment. This too will become normal.

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Using Artificial Intelligence to Humanize Management and Set Information Free

Using Artificial Intelligence to Humanize Management and Set Information Free | The new world of work | Scoop.it
AI that will help, rather than harm, humanity.
Ian Berry's insight:
All great news. The big proviso "AI that will help, rather than harm, humanity."
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Annual Performance Reviews: The Down Side of Dumping Them

Annual Performance Reviews: The Down Side of Dumping Them | The new world of work | Scoop.it
So go ahead and dump that annual review process, but only when you’ve figured out how to solve these other issues with either new or existing processes.
Ian Berry's insight:
I'm a staunch advocate of 25 years standing of dumping annual appraisals yet agree with the general advice at the bottom of this article "So go ahead and dump that annual review process, but only when you’ve figured out how to solve these other issues with either new or existing processes."
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LinkedIn reveals top 25 companies Australians want to work for: How to make your workplace more enticing

LinkedIn reveals top 25 companies Australians want to work for: How to make your workplace more enticing | The new world of work | Scoop.it
LinkedIn has revealed its first ever list of ‘Top Attractors’, companies that are the most desirable to work for throughout Australia.
Ian Berry's insight:
The real list of the best places to work is not chosen by algorithms or data collection rather by employees, customers, and other stakeholders. Most are family businesses and private companies off the general radar who employee more people and do better for communities that companies like those on this list. Plus there's no war for talent. Good people find the best places to work and the best places to work find them
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How to Upgrade the Industrial Organization to the Age of Ideas? 

How to Upgrade the Industrial Organization to the Age of Ideas?  | The new world of work | Scoop.it
Do you suffer from corporate obedience? Are you wealthier but not healthier and happier than your parents? Does your employer demand your “all” without guaranteeing a continuity of employment in return? Are you stressed, anxious, disengaged or frustrated?
Fair chance that you are trapped in an old-style steam-engine organization, custom-built to suppress collaborating, problem-solving, innovating and socializing. Perfect for repetitive tasks, standardization, and efficiency. Disastrous for inspiration, purpose, trust, innovation and making a difference to the greater good. So, what can you do to upgrade your industrial organization?

Mark Powell and Jonathan Gifford wrote the book “My Steam Engine is Broken – taking the organization from the industrial era to the age of ideas.” It aligns with Gary Hamel’s work and Frederic Laloux’s Reinventing Organizations. More and more people are waking up to the poignant fact that our workplaces are so old-fashioned that they don’t serve their purpose anymore. Modern organizations need to be innovative and agile, but many are not.

But where do you start to change? The organization as a whole is a daunting job to change. Powell and Gifford propose to transform the steam engine bit by bit by tackling the ten paradoxes that steam-engine organizations do that actively prevent them from achieving their goals while they think they do a good job.

Via David Hain
Ian Berry's insight:
I resonate with a lot in this article particularly “When I have permission to be a human being as a leader, I don’t have to be perfect which means I don’t have to wear this front, which means I can connect with people more deeply. A lot of (my work) is shedding the armor.” The strong hero leader is dead. Long live the emergent, role-sharing leader."
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William Smith's curator insight, June 18, 12:47 PM
I am reminded of reading about Skunkworks and how that strategy successfully brought innovation to the larger organization. It takes fearless leadership to bring this "upgrade" about.
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Is the 70/20/10 learning mix out of date?

Is the 70/20/10 learning mix out of date? | The new world of work | Scoop.it
Some recent research by DDI supports a view that 70/20/10 needs revision.

DDI did a survey of 13,000 leaders and asked them what experiences had contributed to their expertise, where had they learned the most and how they allocate their learning time.  Their results, published in the Global Leadership Forecast 2014|2015 found that rather than 70/20/10 the leaders actually spent 55% (on the job), 25% (learning from others in the work place) and 20% formal learning.

These results show a doubling of formal learning and a drop in informal experiential learning.

Lumesse say 50:26:24 is the average learning mix in most companies right now and given this new research and the pace of change this looks to be the right mix. But there is another factor to consider in my view.

Developing habit seems only to happen when the right formula is in place.
People will only change how they work if they create new behavioural habits. Some 70% of what people do is habit and that includes most of their job activities.  People must embed new ways of thinking and behaving so they become habitual – it just takes up too much brain energy to continually have to think about what to do next.

Developing habit seems only to happen when the right formula is in place. There is a cue, something that tells them it is time to act in the new way; a routine, the habit, and a sense of reward for doing the new behaviour.

This is where the support is needed in the work place. Managers must be able to help learners identify the cue, carry out the routine and provide positive reinforcement. Many managers don't know how to do this or even that this is part of their role. This is probably where the most impactful interventions could be made by learning practitioners but in my experience very few are doing this.

So rather than obsessing on the ratio mix maybe the focus should be on the amount of learning that is actually used back on the job consistently over time. Measuring this is where the real gains could be made.

Via David Hain
Ian Berry's insight:
I don't believe the framework is out of date. It's creators always maintained it was a framework not a model. My most stable clients would mirror 70:20:10 Those undertaking big change 50:25:25 and other variances. The principles of the framework remain sound 
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David Hain's curator insight, June 16, 7:17 AM

Critique of the 70:20:10 model.

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What I Learned as a Monk About Business Success

What I Learned as a Monk About Business Success | The new world of work | Scoop.it
As a monk I was bound by my vows. They became my role. The same is true in business. Adherence to role clarity brings business success.
Ian Berry's insight:
Role clarity is the first step to employee engagement and accountability. Unless such a statement describes value being delivered and who to unlikely role is properly clarified
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How Great Leaders Value People

How Great Leaders Value People | The new world of work | Scoop.it
Great leaders truly value their people, and demonstrate that sentiment. This post details three ways leaders show they value their people.

Via Kevin Watson
Ian Berry's insight:
Article ends with a great question "In what meaningful and sustainable ways do you value your people at work?" People feeling valued precedes them living values, and delivering value.
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donhornsby's curator insight, June 10, 9:53 AM
(From the article): Great leaders show an interest in their people’s jobs and career aspirations. They look into the future to create learning and development opportunities. They find out what motivates their best people by getting to know what desires will drive each tribe member. This is about emotional engagement.
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How To Build A Culture Of Employee Recognition

How To Build A Culture Of Employee Recognition | The new world of work | Scoop.it
Recognition leads to higher motivation, which leads to more productivity. Here's what you should understand about the psychology of employee recognition.
Via Alexis Assimacopoulos
Ian Berry's insight:
Like "praise from your coworkers means more than praise from your managers" and the insights and links into the links between being grateful and recognition
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Telling Personal Stories, Moving Hearts And Minds: 3 Keys To Success

Telling Personal Stories, Moving Hearts And Minds: 3 Keys To Success | The new world of work | Scoop.it
There is a difference between a story, a good story and a transformative one that changes hearts and minds.

Via Karen Dietz, Cathryn Wellner
Ian Berry's insight:
another great example of the rule of 3 in sharing stories
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Karen Dietz's curator insight, May 26, 11:57 AM

Here's a solid article by Carmine Gallo about the 3 elementary ingredients a personal story needs to inspire others, and hopefully move them to action.

 

Gallo has a good discussion of all 3 elements, and explains them in a video that's part of the post. When you are crafting your personal stories, this is a good place to start.

 

This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it. Follow her on Twitter @kdietz

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Humans of New York

Humans of New York | The new world of work | Scoop.it
Humans of New York
Ian Berry's insight:
You don't have to invest very much time on this site to be inspired
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The future of work is beginning to look increasingly like the past

The future of work is beginning to look increasingly like the past | The new world of work | Scoop.it
With the rise of the virtual economy, the new ways of working need to be recognised and regulated so that workers are afforded appropriate rights and social protection, writes Denis Pennel.

Via Trudy Raymakers, Ivon Prefontaine
Ian Berry's insight:
There's no doubt in my mind that there's an artisan in us all and that we can making a living and a difference by being that artisan.
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Ivon Prefontaine's curator insight, May 21, 9:23 AM
Work is for the profit of someone else. What does that mean in schools?
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10 Principles of Strategic Leadership

10 Principles of Strategic Leadership | The new world of work | Scoop.it
Most companies have leaders with the strong operational skills needed to maintain the status quo. But they are facing a critical deficit: They lack people in positions of power with the know-how, experience, and confidence required to tackle what management scientists call “wicked problems.” Such problems can’t be solved by a single command, they have causes that seem incomprehensible and solutions that seem uncertain, and they often require companies to transform the way they do business. Every enterprise faces these kinds of challenges today.

A 2015 PwC study of 6,000 senior executives, conducted using a research methodology developed by David Rooke of Harthill Consulting and William Torbert of Boston University, revealed just how pervasive this shortfall is. Respondents were asked a series of open-ended questions; their answers revealed their leadership preferences, which were then analyzed to determine which types of leaders were most prominent. Only 8 percent of the respondents turned out to be strategic leaders, or those effective at leading transformations (Rooke and Torbert refer to them as “strategist” leaders).

Via David Hain
Ian Berry's insight:
Good insights My favourite is "make it safe to fail"
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David Hain's curator insight, May 19, 3:33 PM

There ain't many strategist thinkers out there, according to adult development research!  Some sound principles here to address the issue.

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30 Days of Genius: Kevin Kelly

30 Days of Genius: Kevin Kelly | The new world of work | Scoop.it
Join the visionary idea man and technologist as he talks about applying the creative genius you have to the technology and possibilities of the present.
Ian Berry's insight:
All of these interviews highly valuable. This one exceptional on 1000 true fans concept, collaboration and the future of or what the internet or digital technology enables for the human experience. 
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Find Your Purpose Here | Five Institute

Find Your Purpose Here | Five Institute | The new world of work | Scoop.it
Ian Berry's insight:
Highly recommend this program I have personally benefited greatly from working with the programs creators
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Management By Weekly Check-in Is The New MBWA

Management By Weekly Check-in Is The New MBWA | The new world of work | Scoop.it
Management By Wandering Around (MBWA) has helped top companies achieve success. In the age of telework, the new MBWA is Management By Weekly Check-in.
Ian Berry's insight:
There's lot to like in the article What I don't like is the use of the word management. Leadership By Wandering Around Yep. Management (processes, policies, procedures, practices, systems) fully supporting that Yep. Weekly check-ins are a must do yet they are only meaningful for people when conversations about performance are integral to daily work
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Video Of The Week: Albert Wenger On What Is Next – AVC

Ian Berry's insight:
Wonderful talk on the shifts from food to land to capital scarcity and now a scarcity of attention and the great paradox of possible abundance Great book from Albert too http://worldaftercapital.org/
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How To Humanize Your Data (And Why You Need To)

How To Humanize Your Data (And Why You Need To) | The new world of work | Scoop.it
How To Humanize Your Data The modern enterprise is digital. It relies on accurate and timely data to support the information and process needs of its workforce and its customers. However, data suffers from a likability crisis.
Via Alexis Assimacopoulos
Ian Berry's insight:
If technology fails to enhance the human experience what's the point?
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Your Employees’ User Experience Should Be a Strategic Priority

Your Employees’ User Experience Should Be a Strategic Priority | The new world of work | Scoop.it
Companies everywhere pay too little attention to the implicit messages — about productivity, commitment, and capabilities — that are sent by their own software interfaces.
Ian Berry's insight:
Great 18 questions to see if the software you're using is really helping your employees to bring their very best to their work every day
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Freelance Graphic Design Pricing Is Not About Self-Worth

Freelance Graphic Design Pricing Is Not About Self-Worth | The new world of work | Scoop.it
Too many designers confuse their own self worth with their ability to command a fair rate – rethink your freelance graphic design pricing.
Ian Berry's insight:
A lot of common sense in this article - reminded me of Warren Buffet's advice "Price is what you pay, value is what you get." free ebook in my view only valuable if you're just starting out as a freelancer/portfolio worker. Forget the ebook if you're already earning 100K+
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Which Came First: Culture or Growth? Hopefully, It's Culture

Which Came First: Culture or Growth? Hopefully, It's Culture | The new world of work | Scoop.it
Before you scale your company align it with your core beliefs and business objectives. Now you're prepared to correct missteps.
Via Alexis Assimacopoulos
Ian Berry's insight:
I would agree that culture dictates behaviour however I suggest not as much as behaviour dictates culture
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Ron McIntyre's curator insight, June 4, 4:45 PM

I believe that culture drives growth not the other way around. What do you think?

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20 Most Disruptive Innovators of 2016

As Clay Christensen points out, these twenty people are just like you. They are ordinary people doing extraordinary things.
Via Anita
Ian Berry's insight:
"ordinary people doing extraordinary things."
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Anita's curator insight, May 27, 2:17 PM
Does innovation have to be disruptive to be the real deal?
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Developing Future-Fit Organisations: Four essential DNA focus areas for developing high-performing people and healthy communities - Tomorrow Trends

Developing Future-Fit Organisations: Four essential DNA focus areas for developing high-performing people and healthy communities - Tomorrow Trends | The new world of work | Scoop.it
As the world becomes increasingly complex, and people have to handle more and more stress and change, our team at TomorrowToday has been drawn back time and again to a remarkable framework for the development of high-performing people and healthy communities. It has its roots in developmental education and youth development, an area in which …
Ian Berry's insight:
4 great character traits of authentic leaders
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30 Days of Genius: Brandon Stanton

30 Days of Genius: Brandon Stanton | The new world of work | Scoop.it
The man behind Humans Of New York joins 30 Days of Genius to explain how to focus on the stories right in front of you and pursue your own core genius.
Ian Berry's insight:
Another great interview from this series and another great example of a artisan making a difference. A great example of humility too
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Your brain does not process information and it is not a computer – Robert Epstein | Aeon Essays

We are organisms, not computers. Get over it. Let’s get on with the business of trying to understand ourselves, but without being encumbered by unnecessary intellectual baggage. The IP metaphor has had a half-century run, producing few, if any, insights along the way. The time has come to hit the DELETE key.

Via David Hain
Ian Berry's insight:
Worth reading the whole essay. "We are organisms, not computers" is the point. The future belongs to those who co-create and sustain harmony between humans and machines including VR and AI. I continually ask and encourage others to ask this question about technology How does this enhance the human experience?
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David Hain's curator insight, May 19, 2:56 PM

What the brain does - and what it doesn't! An elegant rant challenging sloppy language.

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What companies still don't understand about millennials

What companies still don't understand about millennials | The new world of work | Scoop.it
Working millennials ask a lot of their employers, but game rooms and rock walls are low on the list.

In fact, baby boomers more than millennials seek out jobs that are fun and encourage creativity, according toa new Gallup report that identifies what employers get right, and wrong, about millennials in the workforce.

What that rising generation seeks is actually pretty simple: Millennials — those Americans born between 1980 and 1996 — just want to know where they stand and where they're going.

"They want a workplace that helps them progress, but they also want to see their own value," said Jim Harter, chief scientist for workplace management and well-being for Gallup’s workplace management practice.

Via David Hain
Ian Berry's insight:
Good snappy graphic illustrating some of the key differences between the past and the future about leadership
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David Hain's curator insight, May 20, 3:53 AM

Authoritative stuff - organisations still struggling to get Millennials, maybe doing the wrong things?