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5 Human Reasons People Are Drawn to Negativity 

5 Human Reasons People Are Drawn to Negativity  | digitalNow |
5 Human Reasons People Are Drawn to Negativity
Security. Being negative makes some people feel protected and secure. To them, thinking life is wonderful is risky.

Survival. People believe if they are always on watch for trouble, they will not be caught unaware. They will be ready to handle it.

Validation. People have unaddressed scars from past events. They live those negative scars and constantly seek validation for the wrong done to them.

Ease. It is easier to think that life and work are bad. Believing it could be better brings the challenge of making them better!

Voice of Powerlessness. The voices of negativity give a boost to people who feel powerless and disenfranchised. (Candidates running for office often use this human need to their advantage.)
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Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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Make friends with your dissatisfaction

Make friends with your dissatisfaction | digitalNow |
Dissatisfaction is a key driver of human motivation.

If humans were satisfied with one good meal or one good sexual encounter, the human race would not have survived.

In this regard, dissatisfaction is linked to natural selection, says Robert Wright, author of "Why Buddhism Is True: The Science and Philosophy of Meditation and Enlightenment," while speaking on NPR’s "Fresh Air."

On a personal level, dissatisfaction drives people to push themselves to achieve goals. Consider this more of a personalized natural selection.

Channeling dissatisfaction can be a challenge. Here are three ways to make it work for you rather than against you.
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The Necessary Value of Unstructured Time 

The Necessary Value of Unstructured Time  | digitalNow |
The Downward Spiral of Always On.

Pressure is always on. I keep hearing this phrase with intense insistency at conference after conference: consumers want what they want when they want it. This phrase is always punctuated with a verbal exclamation point for anxiety-provoking emphasis. It is spoken with Gospel-like fervor: it’s truth.

My friends in Marketing say this is just how people are today. To meet demand for the culture that must have it now they work up to 70 hours a week. My friends in the Start-Up world tell me that is why they go to Accelerators, to quicken the pace. Faster is better it the mantra of the era.

The billboard outside of my hometown tells me that the large, upscale outlet mall will be open all night, from 8 PM on Thanksgiving evening until Black Friday is over. My clutter box and my email are glutted around the clock with temporary offers, special deals for a limited time. Deals only for those smart enough to Act Now!

Every brand, company, organization, and news outlet are competing for your time and attention. If the powers that be expect us to be always on, when do we recharge? When do we reset? When do build relationships? Enjoy life? Tap into an uninterrupted state of high-productive flow?
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Don’t Accelerate Innovation – Burst it 

Don’t Accelerate Innovation – Burst it  | digitalNow |
The key to success is preparation. To prepare, interesting design space is identified using multiple inputs: company growth objectives, new market development, the state of the technology, competitive landscape and important projects that could benefit from new technology. And once the design space is identified, the right working group is selected. It’s best to keep the group small yet diverse, with several important business functions represented. In order to change the thinking, the IBE is held at location different than where the day-to-day work is done – at an off-site location. And good food is provided to help the working group feel the IBE is a bit special.

The most difficult and most important part of preparation is choosing the right design space. Since the selection process starts with your business objectives, the design space will be in line with company priorities, but it requires dialing in. The first step is to define the operational mechanism for the growth objective. Do you want a new product or process? A new market or business model? The next step is to choose if you want to radically improve what you have (discontinuous improvement) or obsolete your best work (disruption). Next, the current state is defined (knowing the starting point is more important than the destination) – Is the technology mature? What is the completion up to? What is the economy like in the region of interest? Then, with all that information, several important lines of evolution are chosen. From there, design challenges are created to exercise the design space. Now it’s time for the IBE.
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Accentuate the positive!

Accentuate the positive! | digitalNow |
And all of this represents a significant and costly missed opportunity for managers and organizations alike. Affirming and appreciating employees cost literally nothing and research suggests that they offer a range of benefits, including:

Reduced stress and improved physical wellbeing
Heightened cognitive functioning
Enhanced decision-making, problem solving, and innovation
Greater trust, connections and bonds among people
Higher levels of engagement and retention
Affirmation and appreciation don’t just benefit the employee. They also benefit the leader. Research suggests that shifting one’s focus toward gratitude can improve the health and well-being of the giver. Simply giving what’s working equal air time changes the experience of supervision, infusing greater positivity, optimism and energy into the manager’s experience at work.
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The leader's role in getting strategic alignment in your organization

The leader's role in getting strategic alignment in your organization | digitalNow |
Your organization’s vision should be a brief statement that describes a realistic, credible, and attractive future for those you serve. It is your articulation of a destination toward which your organization should aim, a future that in many ways is better, more successful, or more desirable than your present. It should also be measurable and achievable and should inspire enthusiasm and encourage commitment.

All aspects of your organization need to be fully aligned to achieve your vision:

Executive leadership
High-performing board governance
Effective programs and services
A positive brand identity
Enthusiastic investors
Successful execution
Thoughtful assessment at all levels
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Why Startups Are The Best Way To Manage Innovation 

The Innovation Puzzle

When startup teams are searching for a profitable business model, what exactly are they searching for? A profitable business model is found by systematically searching for answers to a hierarchy of questions.

Before we creating a solution, we want to know if there is a real customer need to be served and how strong that need is.
As we are working on our solution, we want to know if it is delivering value customers.
While we are delivering value to customers, we want to know if we can do so profitably.
And once we have profitability, we want to know if our business model is scalable.
Answering these questions, means that we have successful innovation. This is the startup way. This is true startup culture. The challenge for leaders is to create an internal ecosystem that supports this way of working within their organizations. Rather than asking for long business plans, leaders have to ask the right questions at the right time. Asking about revenue, before a team understands their customers needs, will stifle innovation – even if the team has a lab with sticky notes and canvases. Managing startups from first principles, will help leaders create and sustain innovation within their organizations.
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The Case of the Stolen Idea 

The Case of the Stolen Idea  | digitalNow |
What happens when your idea is stolen?

You have an idea. Your great, wonderful idea which is the best thing anyone has heard in years or centuries… As many other innovators, you explain your idea to your friends, colleagues or superiors trying to get funding or valuable feedback. But then, weeks or months later, you found out that someone realized your idea without your permission.

There are so many similar stories and the point is that often you can’t do much except to feel miserable and helpless.

But (on the other hand), why would anyone steal an idea in the first place?

First, we need to know that we are not all innovators and that some people are just better in finding new ideas/projects while others are struggling with their creativity and can only copy or steal (or do nothing).

Next, is it really a good idea to take someone’s idea?

A stolen idea is a closed box. The “idea-thief” doesn’t know that there may be some other related ideas behind it. What could be the next features? Which combinations can be done with other sectors of market? Also, the innovator was in some state-of-mind when the idea was born and she can recall this memory (or at least try to recall it) and sometimes continue in the same direction as during the time of idea generation. The “idea-thief” can’t have this possibility. Also, the innovator knows how this idea could grow and how the next project might be built upon this idea.
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What Will We Do After Moore’s Law Ends? 

What Will We Do After Moore’s Law Ends?  | digitalNow |
For the past 20 or 30 years, innovation, especially in the digital space, has been fairly straightforward. We could rely on technology to improve at a foreseeable pace and that allowed us to predict, with a high degree of certainty, what would be possible in the years to come.

That led most innovation efforts to be focused on applications, with a heavy emphasis on the end user. Startups that were able to design an experience, test it, adapt and iterate quickly could outperform big firms that had far more resources and technological sophistication. That made agility a defining competitive attribute.

In the years to come the pendulum is likely to swing from applications back to the fundamental technologies that make them possible. Rather than being able to rely on trusty old paradigms, we’ll largely be operating in the realm of the unknown. In many ways, we’ll be starting over again and innovation will look more like it did in the 1950’s and 1960’s

Computing is just one area reaching its theoretical limits. We also need next generation batteries to power our devices, electric cars and the grid. At the same time, new technologies, such as genomics, nanotechnology and robotics are becoming ascendant and even the scientific method is being called into question.

So we’re now entering a new era of innovation and the organizations who will most effectively compete will not be the ones with a capacity to disrupt, but those that are willing to tackle grand challenges and probe new horizons.

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How well do you handle an unexpected personal crisis at work?

How well do you handle an unexpected personal crisis at work? | digitalNow |
How well do you handle an unexpected personal crisis at work?

Very well. I deal with the issue productively and can resume work effectively: 33.3%
Well. I deal with the issue but it has some negative work effects: 51.9%
Not well. Personal crises tend to throw my work off substantially: 12.3%
Poorly. A personal crisis totally derails me at work: 2.5%
Moving through the crisis. It’s inevitable that a personal crisis will interfere with work at some point. Illnesses, car accidents, thefts and other challenging issues are bound to crop up and always at the worst time. Some keys to dealing with crisis involve keeping things in perspective, getting your priorities straight and getting assistance. Don’t be afraid to ask colleagues for help. We’ve all been there, and, by and large, people are understanding and supportive. There’s no need for you to shoulder the entire burden yourself. And when you see a colleague in crisis, don’t wait for them to ask for help. They may be too overwhelmed or feel like they’re imposing on others. Offer your help proactively instead.
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Nice guys are, well, nice guys

Nice guys are, well, nice guys | digitalNow |
Professional golf may be the only sport that rates its players on being “nice when no one is looking.”

Golf Digest gives an award for being a “Good Guy.” To win the award, a player must be “nice when no one is looking.”

Being nice is inherent to golf. Competition does not preclude courtesy.

Fans know the good guys from the not-so-good ones. The ones who smile and make eye contact, and will pose for selfies or sign autographs, are fan favorites. The ones who won’t, aren’t. Pretty simple.

What we non-pros can learn from such behavior is how to behave in public. And this is important for leaders, especially. Why? Because leaders like golfers are always on stage, even in their off-hours. For this reason, making nice is not a “nice-to-do” (pun intended); it’s a must-do.

Now, no one is perfect. Bosses, like golfers, lose their cool, but like the nice-guy golfers, they apologize for their behavior. They also seek to make amends by acting more nice -- polite, courteous and approachable -- the next time.

And, guess what? You'll get nice in return, at least most of the time. And if you don’t, well, then suck it up. After all, not everyone plays by the same rules. But good guys always do.
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The Communication Problem at the Heart of Our Digital Era, Part 1

The Communication Problem at the Heart of Our Digital Era, Part 1 | digitalNow |
The ongoing human emotional train wreck that is the digital era began, arguably, with email and the attempt to solve two particular problems with older forms of communication:  time and money.  Letters, memos, and other forms of written communication like memos, reports, and white papers, were full of what the Silicon Valley calls “friction” – meaning that they were hard to create and cost money.  And face-to-face communications required that busy schedules be synchronized.  Those engineers and scientists at MIT and in the defense industry wanted communication that was both frictionless and asynchronous.

In a parallel effort over a century ago, inventors and investors addressed the urge to communicate something quickly and easily when the recipient wasn’t standing right in front of you with the telegraph, in 1837 both in the UK and the US separately.  But the telegraph required other people to help, as well as money, and so it was saved for moments of high importance.  For example, the last message from the Titanic, sent April 15, 1912, was a telegram that apparently read: “SOS SOS CQD CQD Titanic. We are sinking fast. Passengers are being put into boats. Titanic.”

How to communicate more easily and naturally when your boat wasn’t sinking?
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The Customers’ Experience now defines the Brand 

To align brand and customer through the experience, companies should look to align three areas of what we called an ‘Aligned Experience’.

Customer Intimacy:
– In depth understanding of the brand and its influence on the overall customer experience
– Intimate understanding of the emotional and rational customer journey
– Integration of and access to all sources of proprietary customer data (structured, unstructured, formal, informal, requested, unrequested)
– Articulation of the brand story and establishment of the brand narrative to be told through the customer experience

Agile Execution:
– Translation of the brand promise into experience principles/rules
– Optimisation and improvement of the experience based on customer value, that follows these rules:
– Consistent delivery at each touch point
– Collaboration of marketing, brand, insight/research and customer experience

Connected Organisation:
– Employees are motivated, they embody the customer and brand promise in their interactions with customers
– A sense that everyone is equally responsible for ‘living the brand’ – inside and outside of the organisation
– A high degree of coherence between brand, products, services, sales, marketing, IT and operations
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Customer Loyalty is Not the Same as Repeat Business

Customer Loyalty is Not the Same as Repeat Business | digitalNow |

A Loyalty Program Doesn’t Loyalty Make – Repeat Business Is NOT The Grand Prize

For clients with whom I have helped create loyalty programs, I am quick to make a somewhat unpopular set of distinctions between repeat business and customer loyalty.

Given the confusion that abounds between loyalty and repeat business, I thought I would share a couple of nuances that I hope will prove conceptually helpful.

It Starts With Understanding Customer Value

One of my favorite business metrics – one that is too often overlooked or underutilized is customer lifetime value (abbreviated at least four ways CLV, CLTV, LVC or LTV).

However you abbreviate it, customer lifetime value is a calculation with varying levels of rigor (some businesses roughly guess the number others use specific customer inputs to project it).

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Revealing the Invisible Future 

1. What is different about the Behavior Economy from the Knowledge Economy?

Fundamentally, not much. Both the knowledge and behavior economies are the result of massive amounts data and information. However, knowledge is typically associated with some sort of categorization, or what’s often called a taxonomy. Behavior doesn’t fall neatly into categories. It’s far more volatile, constantly evolving, and uncertain. In the book I talk about the difference between clocks and cloud. That’s a good metaphor for the difference between knowledge and behavior. We are transitioning from solving clock problems, which are neat and orderly, to cloud problems which are always emerging and changing and whose data is just too vast to allow a finite solution. .

2. What is the one change in the world that not enough people are talking about?

The coming of a post-industrial era. I’m not talking about the “information age” or the “AI” age. But rather a new way to think about how we can scale systems and services to meet the needs of 10 billion people. If we try to do that with our industrial era infrastructure we will destroy the planet and our economy. That sounds obtuse but here’s an example. You cannot scale transportation as it stands today. In fact we talk about a model that will reduce the number of vehicles by 90% and yet transport 4-5 times as many people.
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Testing Your Strategy – Does it nest? 

Testing Your Strategy – Does it nest?  | digitalNow |

It struck me right then that this particular associate had a strategy in mind. I mentally began ticking through the Playing-to-Win framework of integrated choices: winning aspiration, where to play, how to win, critical capabilities, and required systems.

If Apple wanted to win in the “smart wearable” space, it needed to focus retail resources on its success. In other words, this particular retail associate made a strategic choice to head toward the watch station, choosing to devote his personal and professional attention there in an action aligned to the both the retail and corporate strategy.

Among the handful of customers at the watch station, there was an older gentleman desperately trying to look savvy, nervously poking at the display watch, but clearly in need of a confidence boost. And that’s the customer the retail associate chose to help.

Winning aspiration and where to play: check!

I somehow couldn’t picture this particular gentleman wearing an Apple watch, so I inched closer to listen and observe. The first thing out of the associate’s mouth was not a “can I help you?” or even a “qualifying question,” but rather a rhetorical: “kind of confusing isn’t it?” Right away, the customer relaxed. You could see it. A chuckle, a nod, a breath. A little empathy resulted in instant rapport, in five simple words. Immediately, I got this associate’s competitive advantage: empathic connection with customers.

How to win: check!

Once the personal connection was made in that short exchange, the questions began: Considering a purchase, or simply exploring and needing a quick tour? For you or someone else? Do you use other Apple products, an iPhone perhaps?

It turned out that the customer was considering an Apple watch as a birthday gift for his granddaughter, who was graduating from high school. That launched a new series of questions, ones more related to fashion and lifestyle, rather than function. The associate was no longer worried about customer usability, knowing that the gentleman’s granddaughter was a longtime iPhone user, but he was worried about specific model choice. Did she have a favorite color? Did she engage in sports?

The customer didn’t know what his granddaughter’s favorite color was. The associate asked about what she liked to wear, what color her car was if she had one, what color her iPhone was, what music she liked. “She loved the one the guy in the hat on that singing show wore,” said the customer. The associate’s eyes lit up. You could literally see the mental connection being made: “Ah, Apple’s strategic product placement on the wrist of Pherell, a celebrity coach on NBC’s The Voice.” It turned out that what she really liked was the band color: pink. For Grandpa, this sealed the deal.

Critical capabilities: check!

The transaction was consummated within minutes on the associate’s modified iPhone. Email receipt sent to the customer’s Apple ID email address.

Required systems: check!
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Innovation Isn’t About Control, But Access 

Innovation Isn’t About Control, But Access  | digitalNow |
xtending Data Into Open Spaces
Typically, proprietary scientific data is something that’s closely guarded. But in 2005, a researcher at the National Cancer Institute (NCI) named Jean Claude Zenklusen saw an opportunity to go in another direction. “We said, ‘Let’s gather data along with some basic analysis, publish it and allow the scientific community to study it,’” he told me.

This approach formed the basis for The Cancer Genome Atlas, a joint project between NCI and the National Human Genome Research Institute, which began in 2006 and has since sequenced the tumors of over 10,000 patients encompassing 33 types of cancer. “Cancer data has now become open data,” Zenklusen told me proudly.

A similar effort, the Materials Genome Initiative, is building databases of material properties like strength, density and other things, and also includes computer models to predict what processes will result in the properties a manufacturer needs. Like The Cancer Genome Atlas, it is making the data available to anyone who can find a use for it.

A mining company called Goldcorp took a similar approach to finding new seams in old mines. By releasing its data to the public, it was able to connect with far more resources and extend its capabilities far beyond what it could achieve internally. It dramatically decreased its costs to produce while increasing its output by a factor of ten.

Using Platforms To Extend Capabilities
Drug research is a core capability of any major pharmaceutical firm and the success or failure of any particular treatment can mean a difference of billions to the bottom line. So, not surprisingly, the exploration into new drugs is something that most drug companies want to keep pretty close to their vest. Yet Alph Bingham, a research executive at Eli Lilly, saw an opportunity to do something different.

Long an admirer of Linux, he was fascinated with the way thousands of volunteers were able to create and advance complex software that could compete with the best proprietary products. He thought that there could be great potential for a “Linux with a bounty” that could solve some of the tough problems that Eli Lilly hadn’t been able to find an answer for.

The Innocentive platform went live in June 2001 with 21 problems, many of which the company had been working on for years. Although the bounties were small in the context of the pharmaceutical industry — $20,000 to $25,000 — by the end of the year a third of them were solved. It was an astounding success.

It soon became clear that more challenges on the site would attract more solvers, so they started recruiting other companies to the platform. When results improved, they even began inviting competitors to post challenges as well. Today, Innocentive has over 100,000 solvers that work out hundreds of problems so tough that even the smartest companies can’t crack them.

In 2005, Eli Lilly spun out InnoCentive as a fully independent platform. It only attracted about $30 million, not a material event for a company that counts its revenues in the billions. Yet the ability to extend its capabilities into a massive ecosystem of talent was far more valuable than a proprietary internal platform.

Deploying The Entire Ecosystem
In Michael Porter’s landmark book, Competitive Advantage, the Harvard professor argued that the key to long-term success was to dominate the value chain by maximizing bargaining power among suppliers, customers, new market entrants and substitute goods. His ideas dominated strategic thinking for decades.

Henry Ford’s River Rouge plant was a prime example of this type of thinking. Few companies at the time — or even now — had the capital to build such a massive, vertically integrated facility and its ability to make nearly every component that went into an automobile certainly increased its bargaining power.

However, today your competitiveness is not based on the assets and capabilities you control, but what you can access. So rather than focusing on what your capabilities are internally, you now need to think about how you can extend them into customers, partners, vendors and open platforms to access ecosystems of technology, talent and information.
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Maximizing the value from your board of directors

Maximizing the value from your board of directors | digitalNow |
High Value Boards of Directors. Here are the core conclusions from that article and the starting point for this discussion.

High Value Boards – A Valuable Asset

    *    High performance is a choice.

    *    A board can be a pain in the butt but is worth the effort.

    *    The board does not manage the company. That is the CEO’s job.

    *    The board’s job is governance, guidance and review of management, big decisions approval, risk management, shareholder representation, and financial reporting.

    *    The board provides added resources, accountability, and credibility.

    *    This combination makes the company more valuable over time.

How does a company owner or the CEO of a company with one or many shareholders get high value from their board of directors?

Shareholder Goals Establish Context for the Board’s Work

The starting point for getting value from your board is being clear about the financial motivation of investors in the company and what they expect from the board.
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The Netflix Binge Factory

The Netflix Binge Factory | digitalNow |
Netflix has only just begun to dominate the TV market, hiring everybody in and out of Hollywood, including Shonda Rhimes and Ryan Murphy, to make more TV shows than any network ever has, and already knows exactly which ones you’ll like.
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How to Create a Culture to Capitalize on Innovation – Innovation Excellence

How to Create a Culture to Capitalize on Innovation – Innovation Excellence | digitalNow |
The patterns of behavior and culture at these companies ran counter to our pattern. We lacked both ideas and execution—it was a cultural problem. We weren’t getting the results we wanted.

We broke the study into two camps: Incremental Cultures and Innovation Cultures. After a look into the mirror: we confessed we were an incremental culture and needed to change.

The innovation companies had a bias for action, shared work-in-progress, deep collaboration, and shared workspace.

Even the way Insights are gathered and shared are different at Incremental and Innovative companies. At Innovation companies, we go out into the context of the market itself, having in-depth and meaningful conversation with consumers.

The frame of the opportunity expands beyond new product development into every touch point in the brand experience: digital, communication, claims, packaging, shopping experience, or a business model innovation.

We developed a five-point plan for changing the culture:

Learn by doing (three projects in one year, as a prototype)
Start small ($50k budget)
Work on tools and culture (Design Thinking; One table, no offices)
Work in more cycles (Memphis Innovation Bootcamp)
Get help (bring in the Southern Growth Studio to do the projects with us instead of for us)
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The Future is Invisible 

The Future is Invisible  | digitalNow |
hen we talk about revealing the invisible, we are referring to the ability to understand the digital behaviors of not only ourselves but also of the people, devices, objects, and institutions we interact with. Each of these can have a digital-self or digital twin (the collection of its digitized behaviors) that interacts with other digital objects. The complex patterns of interactions among these objects may appear invisible or obscure to us, and radically different that the biases we have of how the visible world operates but algorithms and AI can easily understand the patterns they form and then predict future behaviors. We believe that the greatest value of innovation for the next one hundred years will come from understanding and leveraging revealing “The Invisible” on this illustration.

The good news is that none of this is a sudden shift; it has been and will continue to occur incrementally—at times with great fanfare, at other times to great protest—and sometimes in ways that are barely noticeable. For example:

Autonomous vehicles will dramatically decrease the ecological impact of transportation, while creating unprecedented safety, mobility, and an entirely new in-car experience.
Devices embedded with AI will anticipate our needs, predict illness, and improve our well-being.
Hyper-personalized healthcare will match therapies to our individual genomes.
Concepts such as brand loyalty will be turned on their heads as companies compete to find ways that they can use behavioral knowledge to prove their loyalty to each individual consumer.
AI will begin to solve some of the most pressing and protracted problems of our time by identifying otherwise invisible patterns of behavior in the complex natural and manmade systems that surround us.
The elimination of the friction in new digital ecosystems will transform rigid industrial age businesses into responsive, adaptive, customer-centered ecosystem experiences.
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Leading Innovation in the Digital Age 

Leading Innovation in the Digital Age  | digitalNow |

Integrating people, leaders, culture and the system

For an organization to succeed in the digital age it needs to intentionally and strategically ensure that the cognitive system, architecture & style get expressed by completing an initial cultural diagnostic incorporating the OGI® that;


Measures and contextualizes an integrated summary (picture) of the Cognitive System & Architecture.
Measures and contextualizes an integrated summary of the Cognitive Style (mindsets) & the 8 Specific Factors (orientations) that influence its ability to adapt & grow through the OGI®.
Diagnoses and analyses the initial OGI® results & defines the Cognitive Style and its impact of the operating mindsets & orientations on revenue business & growth strategies.
Aligns and describes the desired core cognitive, strategic & systemic changes & the gaps between the current and desired future states.
Develops & implements change, leadership & learning strategies to achieve the desired cognitive style and corporate culture.

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What’s the biggest challenge in leading a high-performing team?

What’s the biggest challenge in leading a high-performing team? | digitalNow |
What’s the biggest challenge in leading a high-performing team?

Dealing with their strong personalities: 25.1%
Helping lower performers keep up: 14.8%
Getting them to act as a team and not individuals: 41.2%
Staying one step ahead of them: 8.6%
Some other type of challenge: 3.2%
There are no challenges. I love it!: 4.8%
High performers need to be a team. Clearly strong personalities and team dynamics rule when it comes to leading a high-performing team. Getting them to gel and work together can be the difference between distinctive or disastrous performance. Building a high-performing team begins well in advance of doing any work. A few critical success factors like hiring for fit, accurately assessing talent and building trust at the early stages of team formation can get your people pulling in the same direction. High-performing teams don’t happen by accident. They require you to focus deliberately on cohesion and trust to get them to perform.
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The ROI that today's leaders need most

The ROI that today's leaders need most | digitalNow |
How do you decide what factors to align and to risk for gaining the highest return on investment? How often do you factor in the return on integrity?

When there is consistency between what people say and do, we call that integrity. We say they “walk their talk” or “keep their word.” We sense integrity when a person’s work appears to be guided by a deeper moral-ethical commitment. Integrity is not only the opposite of the immoral and unethical behavior so often reported in the news.

The best ROI comes from aligning who you are on the inside -- your values and fears, your hopes and your limits -- with your outer life of work and relationships. When you risk showing up as your whole self, engagement can shift and so can success.
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How mindset and habit contribute to dysfunction

Mindset: Anger is bad
Most of us are afraid of anger, so we suppress. Suppressed anger manifests as passive-aggressive behaviors such as sarcasm, avoidance or dropping the ball to make someone else’s life a little more difficult. Many of my previous coaching clients have told me they have an anger problem. After inquiring, I find that they have categorized anger as a problem because they blow up or because they feel intense resentment. 

I reframe the mindset for my client by saying, “This is not an anger problem. This is an awareness problem.” My client is unaware of the moment they feel agitated or irritated and they instead suppress the emotion. They say “yes” when they need to say “no” and they agree to things that are out of alignment with their values.

What to do instead. Stop categorizing anger as a negative emotion. Stop judging your own anger as “bad.” Instead, recognize anger for what it is: a powerful energy that gives you clues as to the next step you need to take. Most of the time, anger is a sign that a boundary needs to be set. Or, anger can be a sign that you are living out of alignment with your highest values in order to please someone else.
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Tips on Improving Your Relationship

Tips on Improving Your Relationship | digitalNow |
Key steps to take in order to improve your relationship with your partner 

If you feel that your relationship may be experiencing problems, the first thing you need to do is work out what is causing the issues. For example, it could be lack of trust, failure to communicate, or just the fact that you never spend quality time with one another any longer. You then need to actually talk honestly and openly about the situation. You may find that your partner feels exactly the same way, which means that you can take action. Alternatively, it may be only you that feels there is something wrong but without talking to your partner they will never know you feel that way and so things will never change.

When it comes to communication, far too many couples spend more time chatting to people online than they do talking to one another. Some even talk to one another via social media despite the fact that they live together and are actually in the same room at the time. This takes the personal spark out the relationship, which will eventually take its toll. Instead of focusing on chatting to people or one another online, you should do romantic things such as sitting and enjoying a meal together where you can talk about your day. These little things can make a huge difference in any relationship and without them you invariably become distanced from one another.
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