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Scooped by
Liz Rykert
onto Culture Change |
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These five leaders favor fluid decision making. They impart a directional vision for their organizations to follow. Finally, they embrace complexity rather than wish it away.
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Edgar Schein on corporate culture, suggesting that it is the layers of organisational culture that really matter- that understanding sub-cultures is what makes the difference. Sc…
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The Culture Lab and Race Forward offer five questions and a tool kit to help social change and media makers become better storytellers.
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Five opportunities for educators to more clearly connect classic entrepreneurial skills to the social impact field and to foster skills that can serve a range of social impact leadership roles.
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Innovation continues to be a hot topic. The Boston Consulting Group’s 10th annual global survey of the state of innovation shows that 79 percent of respondents ranked it as the company’s top-most priority or a top-three priority—the highest percent since the survey began in 2005. Whether in business, non-profit, sports, or entertainment, most organizations are […]
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“Collaboration” has scaled new heights on business buzzword mountain over the past few years. People grappling with this idea have spawned… Via june holley
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It goes hand in hand with another key principle that sets digital strategy well apart from many other traditional ways of achieving organizational objectives.
Via june holley
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You want a Culture of Openness in your organization? Go build it, dammit! Here's how to eliminate the fear and get started Via John Lasschuit ®™, june holley 
John Lasschuit ®™'s curator insight,
April 23, 2016 7:12 AM
By Arnaud Henneville. Culture is to be carved and anchored daily, process after process, meeting after meeting, demonstrated behavior after demonstrated behavior
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A recent survey reveals company culture is a critical driver of business success, and employees believe it's vitally important to the success of their
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Strategies, tools, and ideas for nonprofits, foundations, and socially responsible businesses. Via june holley
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New research suggests that the performance payoff from organizational health is unexpectedly large and that companies have four distinct “recipes” for achieving it.
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Ties between individuals on a social network can represent different dimensions of interactions, and the spreading of information and innovations on these networks could potentially be driven by some dimensions more than by others. In this paper we investigate this issue by studying the diffusion of microfinance within rural India villages and accounting for the whole multilayer structure of the underlying social networks. We define a new measure of node centrality, diffusion versatility, and show that this is a better predictor of microfinance participation rate than previously introduced measures defined on aggregated single-layer social networks. Moreover, we untangle the role played by each social dimension and find that the most prominent role is played by the nodes that are central on layers concerned with trust, shedding new light on the key triggers of the diffusion of microfinance.
Untangling the role of diverse social dimensions in the diffusion of microfinance Via Complexity Digest
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Corporations who have not made a commitment to disruption are guaranteed to either join the ranks of Kodak, Borders, and Blockbuster or sputter along as they try to stay profitable. Organisations often lament the dearth of innovative leaders.
Ron McIntyre's curator insight,
December 1, 2016 2:34 PM
Interesting challenge, where does your company fit?
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Missed John Atkinson on NHS Transformathon ? Or want to watch again? Here it is…
Exploring how change really happens in human systems and why so many of the models, methods and mindsets we r…
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The business adage “the soft stuff is the hard stuff” rings true for HR professionals trying to initiate culture change in their organizations.
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True of networks as well!
The culture of an organization, more than business strategy, determines how the business grows and transforms. Via Anne Leong, june holley 
Jerry Busone's curator insight,
June 22, 2016 8:31 AM
As good as snapshot of where culture comes from as I have seen... |
Fav quote: "In a fluid and fast-changing environment, the leaders we interviewed recognize that they cannot set strategy and control decision making as directly as they might have in the past. They are delegating duties downward so that the people closest to the market—closest to the complexity—can solve problems."