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How to Survive a Company Merger

How to Survive a Company Merger | Business change | Scoop.it
Mergers can open new opportunities for employees. Survival just takes some careful planning.

 

Few events are as stressful for employees as news of a merger or acquisition. Regardless of how brightly the "marriage" of two companies is presented, jobs will be lost. But mergers can also open new opportunities for employees who may end up succeeding their laid-off boss. Survival just takes some careful planning.


Via The Learning Factor
David Hain's insight:

There are always winners and losers, since no merger I know of has ever been truly of equals.  But there are also opportunities...

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The Learning Factor's comment, January 14, 2013 5:00 PM
Hi David, very true. Sometimes when you are right in the thick of things it is hard to see opportunities. However with hindsight, many people look back with a more positive view.
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Into the wirearchy

Into the wirearchy | Business change | Scoop.it
Today’s organizations and institutions are suffering from a severe case of responsiveness lag, where their internal structures, operating procedures and time signatures are increasingly out of sync with the external pace and scale of change. As Jack Welch, the legendary chief executive of General Electric, famously quipped: “If the rate of change outside exceeds the rate of change inside, the end is near.”

Today, organizations and institutions are disappearing at increasing rates because they are failing to adapt to the increasing complexity of the economic ecosystem. To survive digital Darwinism, organizations and institutions must evolve into ‘instant enterprises’ that maintain a perpetual state of readiness to respond to the unexpected.
David Hain's insight:

The case for a continuous approach to change, not one-off transformation. The change is the work!

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Applying stress tests beyond banking 

In response to the financial crisis, US authorities tested how banks would perform under a variety of stresses, including a slumping economy, high unemployment, stock and bond market shocks, and foreign-currency gyrations. However, banks aren’t the only institutions that find themselves vulnerable when the external environment tosses a curveball. In recent years, power companies, oil and gas firms, healthcare operators, media firms, and others all have been subject to adverse scenarios that far exceeded their planners’ imagination. Using stress tests, managers can identify and mitigate potential shocks by turning over every rock to give extreme “what-ifs” a closer look.
David Hain's insight:

McKinsey suggests that stress tests should be used much more widely for risk management across organisational sectors.

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Can the private sector misbehave its way to sustainability?

Can the private sector misbehave its way to sustainability? | Business change | Scoop.it
This was U.N. Secretary-General António Guterres’ plea to business during his opening of the High-Level Meeting of Caring for Climate, held during COP23 — the annual U.N. climate conference — in Bonn earlier this month. Generally, when the words "misbehave" and "business" appear together, we expect to hear about business behaving badly. But for the secretary-general, this was an enthusiastic call to action for companies everywhere to disrupt "business-as-usual" on climate action and call on governments to ramp up policy ambition.

Via Peter Verschuere
David Hain's insight:

Head of UN promotes disruption for sustainability!

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The CEO’s role in leading transformation | McKinsey & Company

The CEO’s role in leading transformation | McKinsey & Company | Business change | Scoop.it
Everyone has a role to play in a performance transformation. The role of CEOs is unique in that they stand at the top of the pyramid and all the other members of the organization take cues from them. CEOs who give only lip service to a transformation will find everyone else doing the same. Those who fail to model the desired mind-sets and behavior or who opt out of vital initiatives risk seeing the transformation lose focus. Only the boss of all bosses can ensure that the right people spend the right amount of time driving the necessary changes.
David Hain's insight:

Transformation doesn't happen from the top - but it never happens without the top! 4 key roles for CEOs.

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Ian Berry's curator insight, August 4, 7:09 PM
Like David Hain's insight "Transformation doesn't happen from the top - but it never happens without the top!"
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Change and Transformation—Know the Difference 

Change and Transformation—Know the Difference  | Business change | Scoop.it
n the early 1990s, Barnes and Noble superstores changed how we shop for books. A few years later, Amazon was transforming how we shop for and purchase books, which then transformed how we shop for everything. Blockbuster changed how we watched movies; Netflix and other streaming services transformed and utterly upended how we watch movies.

Those and other examples like them also illustrate the possible ramifications that exist when comparing change and transformation. Barnes and Noble has survived, but barely. Blockbuster went under years ago. By contrast, Amazon and Netflix have grown and flourished.

Today, changing something can be costly. By contrast, transformation can completely reinvent entire industries.
David Hain's insight:

An important difference that is worth knowing before embarkation!

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The Future of Management Is Teal

The Future of Management  Is Teal | Business change | Scoop.it
Many people sense that the way organizations are run today has been stretched to its limits. In survey after survey, businesspeople make it clear that in their view, companies are places of dread and drudgery, not passion or purpose. Organizational disillusionment afflicts government agencies, nonprofits, schools, and hospitals just as much. Further, it applies not just to the powerless at the bottom of the hierarchy. Behind a facade of success, many top leaders are tired of the power games and infighting; despite their desperately overloaded schedules, they feel a vague sense of emptiness. All of us yearn for better ways to work together — for more soulful workplaces where our talents are nurtured and our deepest aspirations are honored.

The premise of this article is that humanity is at a threshold; a new form of organization is emerging into public view. Anthropological research suggests that this is a natural next step in a process that began more than 100,000 years ago. There have been, according to this view, at least five distinct organizational paradigms in human history. Could the current organizational disillusionment be a sign that civilization is outgrowing the current model and getting ready for the next?
David Hain's insight:

"Humanity at a threshold"...Fred Laloux on one way of using organisations positively to take the right direction. 

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Resilience, Johnson Controls, and the Spirit of Innovation

Resilience, Johnson Controls, and the Spirit of Innovation | Business change | Scoop.it
Those of us who work in the tech sector get excited about new innovations every day. It’s part of why it’s such a fun industry to work in. But the success of Johnson Controls tells us something important about the key to a long life in the tech sector. What matters is not technology by itself, but what technology can do for people.
David Hain's insight:

Nice case story about the ups and downs of corporate longevity and the need to embrace technology sensibly.

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Agile? - Danger !!! Don't do it unless...

Agile? - Danger !!! Don't do it unless... | Business change | Scoop.it
Caution is in order because "Agile Transformation" always is a roller coaster ride where you and your teams must hang on for dear life!

Now - before getting on to the Agile roller coaster band-wagon ask “Why do we need to do it?” first. Don't get on the newness rollercoaster until solid answers are articulated and a clear destination is envisaged as to "why" we need it.
David Hain's insight:

A cautionary tale about the power and possible problems of agile transformation in a complex world - plus a couple of excellent literary tips!

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11 ways to bulldoze roadblocks to change - Banking Exchange

11 ways to bulldoze roadblocks to change - Banking Exchange | Business change | Scoop.it
“Acknowledge the impediments to change and tackle them with cultural change from the top. Make sure those people you challenge to be the catalyst for change have the necessary knowledge of the business at hand, competencies, and respect from others. And empower them to win the battle.”
David Hain's insight:

This list on making change happen isn't new. But it's striking how often the same issues come up. Maybe it's harder than it looks...

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Stop reorganizing, start evolving!

Stop reorganizing, start evolving! | Business change | Scoop.it
Big Bang reorganizations don’t work. They are lengthy, ineffective and hard.

Organizations reorganize all too often. This resets the culture changes of agile transformations. They are also expensive, and it is hard to attract and retain talent when they get tired of yet another reorganization. 

There is a better way: incremental reorganization. It's like incremental Product Development for your organization.
David Hain's insight:

The easiest thing to change is the structure, so it happens endlessly. The harder one is the working dynamics, so that's rarer. Useful piece on which is the more effective here.

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Ian Berry's curator insight, June 30, 7:27 PM
"Reorganize continuously" is a good philosophy however it's dangerous if their aren't some fundamentals in place like agreed behaviours and particularly accountability. Agility without accountability leads to trouble
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Untangling your organization’s decision making | McKinsey 

Untangling your organization’s decision making | McKinsey  | Business change | Scoop.it
The ultimate solution for many organizations looking to untangle their decision making is to become flatter and more agile, with decision authority and accountability going hand in hand. High-flying technology companies such as Google and Spotify are frequently the poster children for this approach, but it has also been adapted by more traditional ones such as ING (for more, see our recent McKinsey Quarterly interview “ING’s agile transformation”). As we’ve described elsewhere, agile organization models get decision making into the right hands, are faster in reacting to (or anticipating) shifts in the business environment, and often become magnets for top talent, who prefer working at companies with fewer layers of management and greater empowerment.

As we’ve worked with organizations seeking to become more agile, we’ve found that it’s possible to accelerate the improvement of decision making through the simple steps of categorizing the type of decision that’s being made and tailoring your approach accordingly. In our work, we’ve observed four types of decisions
David Hain's insight:

4 useful categories of decisions require different approaches.

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Matrix Marketing Grp's curator insight, June 22, 9:40 AM

4 useful categories of decisions require different approaches.

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Stop Believing These Persistent Myths About Leading Change

Stop Believing These Persistent Myths About Leading Change | Business change | Scoop.it
In one of our most-read articles here on Leadershipwatch ‘What Does Change Mean to You?’ I describe how change always has been and always will be a natural part of our lives. We’ve dealt with change ever since we humans started to wander this globe. We have seen over and over again how it works, how we can turn it into a motivating, inspiring and successful experience instead of feeling burdened by it. But somehow some persistent myths about leading change are still alive. These myths hinder us instead of helping us. It is time we stop believing them.
Let me give you a quick overview, some food for thought, and then hand it back to you:
David Hain's insight:

Business change - uncommon sense from Aad Boot!

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Ian Berry's curator insight, June 5, 11:01 PM
Couldn't have said this any better myself!
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5 Dimensions of Integrating Change & Project Management | Prosci

5 Dimensions of Integrating Change & Project Management | Prosci | Business change | Scoop.it
The disciplines of change management and project management understandably cross paths throughout the execution of a project or initiative. Each brings necessary and critical structure for effectively implementing change and realizing results. Below are four tactical dimensions along which integration can occur. A fifth dimension is also mentioned regarding a common objective and how integration around results and outcomes drives more effective integration in action.
David Hain's insight:

Insightful and practical advice on managing change programmes form one of the best change consultancies I know of.

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The 4 Types of Innovation and the Problems They Solve

The 4 Types of Innovation and the Problems They Solve | Business change | Scoop.it
In researching my book, Mapping Innovation, I found that every innovation strategy fails eventually, because innovation is, at its core, about solving problems — and there are as many ways to innovate as there are types of problems to solve. There is no one “true” path to innovation.

Yet all too often, organizations act as if there is. They lock themselves into one type of strategy and say, “This is how we innovate.” It works for a while, but eventually it catches up with them. They find themselves locked into a set of solutions that don’t fit the problems they need to solve. Essentially, they become square-peg companies in a round-hole world and lose relevance.

We need to start treating innovation like other business disciplines — as a set of tools that are designed to accomplish specific objectives. Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks.

It was with this in mind that I created the Innovation Matrix to help leaders identify the right type of strategy to solve a problem, by asking two questions: How well can we define the problem? and How well can we define the skill domain(s) needed to solve it?
David Hain's insight:

What kind of innovation does your organisation/client need? useful typography for choosing appropriately here.

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Jose Luis Yañez's curator insight, December 11, 2:35 AM
The 4 Types of Innovation and the Problems They Solve
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All Management Is Change Management

All Management Is Change Management | Business change | Scoop.it
Leaders should view change not as an occasional disruptor but as the very essence of the management job. Setting tough goals, establishing processes to reach them, carrying out those processes and carefully learning from them — these steps should characterize the unending daily life of the organization at every level. More companies need to describe their work in terms of where they are trying to go in the next month or next quarter or next year.
David Hain's insight:

Its not 'business as usual' or 'change management'. Change is the work!

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Ian Berry's curator insight, December 1, 4:32 PM
I like David Hain's insight that change is the work For me though only part of the story In terms of management today that's about processes and things associated. Change management is an oxymoron It's part of the hangover from the Industrial Revolution where people in power believe they could control people and things. They were wrong!
Miklos Szilagyi's curator insight, December 2, 5:10 AM
Sure... while all the difficulties remains how to do it... OK, it's a continuous "battle", that's all... 
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The Buffett Formula: How to Get Smarter by Reading

The Buffett Formula: How to Get Smarter by Reading | Business change | Scoop.it
Most people go through life not really getting any smarter. Why? They simply won't do the work required.

It's easy to come home, sit on the couch, watch TV, and zone out until bedtime rolls around. But that's not going to help you get smarter.

Sure, you can go into the office the next day and discuss the details of last night's episode of Mad Men or Game of Thrones. And yes, you know what happened on Survivor. But that's not knowledge accumulation; that's a mind-numbing sedative.

You can acquire knowledge if you want it. In fact, there is a simple formula, which if followed is almost certain to make you smarter over time. Simple but not easy.

It involves a lot of hard work.

We'll call it the Buffett formula, named after Warren Buffett and his longtime business partner at Berkshire Hathaway, Charlie Munger. These two are an extraordinary combination of minds. They are also learning machines.
David Hain's insight:

Better change comes from better learning, here's how it's done by two of the best!

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donhornsby's curator insight, November 28, 10:30 AM
It's important to think about the opportunity cost of this hour. On one hand, you can check Twitter, read some online news, and reply to a few emails while pretending to finish the memo that is supposed to be the focus of your attention. On the other hand, you can dedicate the time to improving yourself. In the short term, you're better off with the dopamine-laced rush of email and Twitter while multitasking. In the long term, the investment in learning something new and improving yourself goes further.
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Data Can Do for Change Management What It Did for Marketing

Data Can Do for Change Management What It Did for Marketing | Business change | Scoop.it

One area so far relatively untouched by big data is change management. That’s not because there isn’t a problem to solve. The failure of major transformation projects to deliver the expected benefits is a well-documented phenomenon: many change programs simply do not achieve their business goals.

It’s time for that to change. The combination of predictive analytics, large data sets, and the processing power of today’s computers is starting to transform change management. Just as the discipline of marketing has transformed from soft to hard science in the past 20 years, so too will the practice of change. But before that can happen, we have to understand why data has failed to catch on in change management to date.

David Hain's insight:

Will big data transform transformation? It has the potential, do we have the nous?

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4 Things Gandhi Can Teach Us About Transformational Change

On December 31st, 1929 the Indian National Congress, the foremost nationalist group on the subcontinent, issued a Declaration of Purna Swaraj, or complete independence from British rule. It also announced a campaign of civil disobedience, but no one had any idea what form it should take. That task fell to Mohandas Gandhi.

The Mahatma returned to his ashram to contemplate next steps. He needed to come up with something that would unite the Indian people, but not get them so riled up that it would lead to violence. After weeks of meditation, he emerged with an answer that impressed no one. In fact, it seemed like a joke. He would march for salt.

Yet it turned out to be a stroke of genius that would invigorate the movement for Indian independence like nothing else could and break the British hold on power. In doing so, Gandhi proved himself to be not only a potent spiritual leader, but also a master strategist. Today, there's still a lot we can learn from Gandhi about making change happen.
David Hain's insight:

Gandhi didn't start off a a 'saint', but he learned  how too make change movements work!

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Must read article on how our lives will change dramatically in 20 years.

Must read article on how our lives will change dramatically in 20 years. | Business change | Scoop.it
Watson already helps nurses diagnosing cancer, 4 times more accurate than human nurses. Facebook now has a pattern recognition software that can recognize faces better than humans. In 2030, computers will become more intelligent than humans.
David Hain's insight:

Remember when your mobile phone was an irritating brick? Bet it isn't now! But it appears we ain't seen nothin' yet!

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What is change management? 

What is change management?  | Business change | Scoop.it

Huh? What is change management?

It’s a question that those of us in the field get a lot. And having heard a few people try and answer the question, gee whiz it gets complicated.
Here’s the simple break down.


You know how people generally don’t like change?

And you know how businesses like to change things a lot?

Change management is the practice of helping people like the changes a lot more than they normally might.

David Hain's insight:

Change management - simple concept often forgotten in complicated definitions and complex arrangements. here's a pretty good definition...

 

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Preparing for the Next Disruption

Preparing for the Next Disruption | Business change | Scoop.it
The Uncertainty Capability: The Secret to Preparing for the Next Disruption

Answering this question is important on both a personal and organizational level — and regardless of whether you are a technology company or an enterprise. The reason is that the critical capability is not the identification of the next disruptive force, but rather the ability to rapidly adapt to whatever disruption may come.

The reason that many industry leaders missed the significance of the Internet is that we are all subject to something called the “curse of knowledge.” Coined by a Stanford graduate student, it simply means that once we know something to be true, it becomes very difficult to both imagine that anybody else doesn’t know this truth and to break free of the box that the knowledge creates around us.

The current incarnations of Internet-fueled technologies have become our new reality. We understand how it works, we have made plans for the future based on that understanding and are therefore naturally hesitant to accept anything that may challenge that preconception. It is the curse of knowledge in action.
David Hain's insight:

Useful musings on how to recognise the next global game changer...

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5 Hard Truths About Being A Disruptor

5 Hard Truths About Being A Disruptor | Business change | Scoop.it
Innovation is happening at an unprecedented rate. It feels like technology is advancing faster than ever because it actually is. It’s happening in nearly every industry, from biotech to diamond mining, and not only are we seeing great strides when it comes to efficiency, affordability and access, we’re also seeing total disruption. New models are systematically uprooting the way we think and behave.

The term “disruptor” has developed a unicorn status in Silicon Valley. If you didn’t know better, you might think the Race to Disrupt was an extreme sport. I myself have been called a disruptor for removing sweeteners from flavored water and bringing attention to the epidemic of sugar consumption in the beverage industry. While I’ll admit I don’t hate it, I have to say: being a disruptor is not all glory. There are a few things you should understand about disruption. Here’s how to turn the world upside down.
David Hain's insight:

Confessions of an innovator trying to turn an industry upside down...

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New Ways to Leverage Data to Drive Business Value

New Ways to Leverage Data to Drive Business Value | Business change | Scoop.it
No longer the exclusive domain of tech companies or IT departments, data has become a business driver in a just about every industry and line of business. Data drives business value in two ways: It grows top-line revenue as companies create innovative new products and services — even entirely new business models. And it increases bottom-line profitability — not just by streamlining processes, but also by automating the management of assets and end-to-end supply chain through the Internet of Things (IoT). As Gartner’s Andrew White stated in a recent blog post:
 
"Data and analytics is not about a dashboard or delivery of an analytic to the point of a decision! That is so yesterday. Data and analytics is more about reimaging the decision in the context of an outcome.”
 
To look at it another way, data has become currency, and businesses are finding innovative ways to monetize it. In fact, BCG estimates that big data and advanced analytics could unlock more than $1 trillion in value annually by 2020.
David Hain's insight:

How are you doing in the Data Capital economy?

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A Strategist’s Guide to Artificial Intelligence

A Strategist’s Guide to Artificial Intelligence | Business change | Scoop.it
As you contemplate the introduction of artificial intelligence, articulate what mix of the three approaches works best for you.

• Are you primarily interested in upgrading your existing processes, reducing costs, and improving productivity? If so, then start with assisted intelligence, probably with a small group of services from a cloud-based provider.

• Do you seek to build your business around something new — responsive and self-driven products, or services and experiences that incorporate AI? Then pursue an augmented intelligence approach, probably with more complex AI applications resident on the cloud.

• Are you developing a genuinely new technology? Most companies will be better off primarily using someone else’s AI platforms, but if you can justify building your own, you may become one of the leaders in your market.

The transition among these forms of AI is not clean-cut; they sit on a continuum. In developing their own AI strategy, many companies begin somewhere between assisted and augmented, while expecting to move toward autonomous eventually
David Hain's insight:

AI is here already and growing exponentially. How should it fit your business strategy?

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Cracking the Code of Economic Development

Cracking the Code of Economic Development | Business change | Scoop.it
As advances in artificial intelligence and machine learning permeate every industry, will there be any jobs left to protect?

Philip E. Auerswald, associate professor at George Mason University’s Schar School of Policy and Government, calls this question “The Great Man–Machine Debate.” In his engaging and wide-ranging book, The Code Economy: A Forty-Thousand-Year History, he seeks to answer it by reframing how we think about economic dynamics and progress. “The microeconomics you learned in college was generally limited to the ‘what’ of production: what goes in and what comes out,” Auerswald writes. “This book is about the ‘how’: how inputs are combined to yield outputs.”
David Hain's insight:

How will you handle the double-edged world of the code economy? How will you utilise human capacities?

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