tag:blogger.com,1999:blog-312478142024-03-13T22:16:08.668-05:00Driving Organic Growth and InnovationBob Cooper, Academic Director and Senior Fellow at the Kellogg School of Management, will share his insights into the challenges associated with business growth and innovation to create and stimulate a community of interested participants. This is the backbone of my exec. ed. class on Driving Organic Growth through Innovation:
http://www.kellogg.northwestern.edu/execed/Programs/ORGGROW.aspxUnknownnoreply@blogger.comBlogger546125tag:blogger.com,1999:blog-31247814.post-74938065824840230682018-09-19T15:25:00.003-05:002018-09-19T15:32:18.234-05:00<div class="tr_bq">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgk9C48oG7N3DfPgSbtF0Krabn42l8_QYtOIGIImoCqlodtQZnfhl9Efg6kxOu6ak-fpUGNIKv2Di8pZEw9XxihkKsXcetpMUOGGeAOpeGJ7QoALfszCIwT7LVpqoMY-B7fPDzN/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgk9C48oG7N3DfPgSbtF0Krabn42l8_QYtOIGIImoCqlodtQZnfhl9Efg6kxOu6ak-fpUGNIKv2Di8pZEw9XxihkKsXcetpMUOGGeAOpeGJ7QoALfszCIwT7LVpqoMY-B7fPDzN/s200/process.jpg" width="200" /></a><b><span style="font-size: x-large;">Snow Melts From the Edges</span></b><br />
RGM Newsletter<br />
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https://mail.google.com/mail/u/0/?shva=1#label/BLOG/FMfcgxvzKQhBBqCRGJlgfSmBvlLQqMJF<br />
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This is an incredibly powerful metaphor: your markets/business can erode at the edges. Do you have the systems in place to detect and deal with it.Go to the article to see Rita McGrath's comments<br />
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<span style="color: #741b47;">A<i>ndy Grove, Intel’s fabled former CEO and author of Only the Paranoid Survive observed that “When spring comes, snow melts first at the periphery, because that is where it is most exposed”. For people running organizations, this has important ramifications – if snow melts from the edges, how do we make sure we see when this is happening? Below are some questions to ponder upon.</i></span></blockquote>
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<span style="color: #741b47;"><i><br /></i><b><i>Do I have mechanisms to come in direct contact with the ‘edges’?</i></b><i> </i><i><br /></i><b><i>Am I regularly gaining exposure to diverse perspectives?</i></b><i><br /></i><i> </i><i><br /></i><b><i>Am I trusting and empowering small, agile teams?</i></b><i><br /></i><i> </i><i><br /></i><i><br /></i><b><i>Do I have mechanisms for fostering ‘little bets’?</i></b><b><i><br /></i></b><b><i> </i></b><b><i> </i></b><b><i><br /></i></b><b><i>Do I regularly get out of the building to see what’s going on?</i></b><b><i><br /></i></b><b><i> </i></b><b><i> </i></b><b><i><br /></i></b><b><i>Are incentives aligned with gaining uncomfortable news?</i></b><b><i><br /></i></b><b><i><br /></i></b><b><i> </i></b><b><i><br /></i></b><b><i>Am I making sure I’m not in denial?</i></b></span></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSU7eBUI5ukX8PjOjXrbzUhyphenhyphenQ52pDH2q-wbgAYL7ee7b8IO5zI-H7uKOrNAIAdFzAKWvu2NJjzDe021N2X0_RD4eC2p4D9WqLmWe4kyaYPxu5rjCaYW8yjtPtmyJPJyPhQ14vj/s1600/iceberg.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="348" data-original-width="1024" height="135" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSU7eBUI5ukX8PjOjXrbzUhyphenhyphenQ52pDH2q-wbgAYL7ee7b8IO5zI-H7uKOrNAIAdFzAKWvu2NJjzDe021N2X0_RD4eC2p4D9WqLmWe4kyaYPxu5rjCaYW8yjtPtmyJPJyPhQ14vj/s400/iceberg.jpg" width="400" /></a></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-80433385827256614842018-08-06T08:00:00.000-05:002018-08-06T08:00:04.689-05:00<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjp0z5KNJtrLs2Upw8zTwE3HRH3IfUXXGYQznppBL-3ebLfYwsbII2HiRNwlNx8jmbY36sEAhQJQ6lURWTW4sgxHQZP0IFuLSSFVqhDLDDL-Rw0OAwJrp4q4uIAkrGpaaa5Flht/s1600/Corp+Innov--Process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1363" data-original-width="1600" height="170" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjp0z5KNJtrLs2Upw8zTwE3HRH3IfUXXGYQznppBL-3ebLfYwsbII2HiRNwlNx8jmbY36sEAhQJQ6lURWTW4sgxHQZP0IFuLSSFVqhDLDDL-Rw0OAwJrp4q4uIAkrGpaaa5Flht/s200/Corp+Innov--Process.jpg" width="200" /></a><span style="font-size: x-large;">Strategy for Start-ups</span><br />
Joshua GansErin L. ScottScott Stern<br />
HBR, May-June, 2018<br />
https://hbr.org/2018/05/do-entrepreneurs-need-a-strategy#strategy-for-start-ups<br />
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This is a super article that I recommend you read in its entirety (HBR reprint R1803B)<br />
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<b><i>The Entrepreneurial Strategy Compass</i></b><i>Strategic opportunities for new ventures can be categorized along two dimensions: attitude toward incumbents (collaborate or compete?) and attitude toward the innovation (build a moat or storm a hill?). This produces four distinct strategies that will guide a venture’s decisions regarding customers, technologies, identity, and competitive space</i></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEitECa9tuIDzBLg99XKvm3MGorma8ZCMcULTL1FgnPL02pE9gdEPi8aQ2VgSu3xuARDru8zTl0fi9XDBYItoLr183o7vNuINgbq5cZMs717pnA2UIhpfLzWNUUDpmzOkwaaWs3N/s1600/Strategy+Map+for+Start+ups.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="778" data-original-width="1024" height="302" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEitECa9tuIDzBLg99XKvm3MGorma8ZCMcULTL1FgnPL02pE9gdEPi8aQ2VgSu3xuARDru8zTl0fi9XDBYItoLr183o7vNuINgbq5cZMs717pnA2UIhpfLzWNUUDpmzOkwaaWs3N/s400/Strategy+Map+for+Start+ups.png" width="400" /></a></div>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-41524596732518835112018-08-01T14:40:00.001-05:002018-08-02T12:13:06.406-05:00<span style="font-size: large;">A Short Guide to Strategy for Entrepreneurs</span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi84kF7WqwDbl3472lNeZoFwu5mvBs10sPPBUt3y6vlcX7H9NZZWmp3EcWpRFE97K_ZQLBTiyAHr6J7fz83p5jwCVe2p7a5BYRtsjkUCffkARLXAHF5HdkJ-qAVg8otj7pMTanW/s1600/Corp+Innov--Process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1363" data-original-width="1600" height="170" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi84kF7WqwDbl3472lNeZoFwu5mvBs10sPPBUt3y6vlcX7H9NZZWmp3EcWpRFE97K_ZQLBTiyAHr6J7fz83p5jwCVe2p7a5BYRtsjkUCffkARLXAHF5HdkJ-qAVg8otj7pMTanW/s200/Corp+Innov--Process.jpg" width="200" /></a>Kevin J. Boudreau<br />
OCTOBER 17, 2017<br />
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https://hbr.org/2017/10/a-short-guide-to-strategy-for-entrepreneurs<br />
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Very similar to our model<br />
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<i><br /></i><i>Strategy is hard work, and there are no magic shortcuts. What is offered here is a starting point: the most basic questions that every successful business must answer. Entrepreneurs who design their business around these questions will have a leg up when it comes to crafting strategy:</i></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3rjtkgxZ90DLto1NwAuDbJd1TCkeyZXI7220O4vQAsvZO26onHK3-e4aT4E4gj_ZYEJwdYk0Ee6dj5O0KIif-GCMwZT-m_teSgwFLN9lPEiAyCyZhhimLiyiJKQAcryji9Ccu/s1600/W170830_BOUDREAU_ASKTHESE1-1024x439.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="439" data-original-width="1024" height="171" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3rjtkgxZ90DLto1NwAuDbJd1TCkeyZXI7220O4vQAsvZO26onHK3-e4aT4E4gj_ZYEJwdYk0Ee6dj5O0KIif-GCMwZT-m_teSgwFLN9lPEiAyCyZhhimLiyiJKQAcryji9Ccu/s400/W170830_BOUDREAU_ASKTHESE1-1024x439.png" width="400" /></a></div>
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<i><br /></i><b><i>What Value Are You Intending to Create, and for Whom?</i></b><i>Customers buy products and services because they perceive value in them. The first step toward a successful strategy is to clarify how you plan to create value, and for whom. That means defining who your customers are</i><i><br /></i><b><i>How Do You Plan to Deliver That Value?</i></b><i>In plotting your position in the market, defining how you’ll create value and for whom, you also need to define your operating model. The operating model is the set of choices and practices defining how to carry out the business. This will typically imply a set of trade-offs in trying to find a combination of activities that allows you to stake out your position — delivering certain dimensions of your solution better than the competition.</i><i><br /></i><b><i>What Is Your Competitive Advantage — Your Sources of Uniqueness?</i></b><i>The last question on the index card is perhaps the central question of strategy: Why won’t you be copied? Even if you’re delivering a great product that customers love and making money doing it, if competitors can easily enter the market and copy you, economic theory suggests they’ll drive your profits down to zer</i>o</blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-19697166490985317152018-06-25T08:32:00.000-05:002018-06-25T08:32:33.922-05:00<span style="font-size: large;"><b>Why the Lean Start-Up Changes Everything</b></span><br />
Steve Blank<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9QiMJ9-_n2AqeYL1PM0ZAW0ET0looEJKDbkeGmap3NCAu40ziRt8JDftv50A2E4pmYkDdpbgTZ-pPKN_Z3VUlvmPP_FRFvX_lvlGpvvDEO5AMmYQ3CGyp6z3XWfj3-Ea89cqv/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9QiMJ9-_n2AqeYL1PM0ZAW0ET0looEJKDbkeGmap3NCAu40ziRt8JDftv50A2E4pmYkDdpbgTZ-pPKN_Z3VUlvmPP_FRFvX_lvlGpvvDEO5AMmYQ3CGyp6z3XWfj3-Ea89cqv/s200/process.jpg" width="200" /></a><br />
<i><span style="font-size: xx-small;">https://hbr.org/2013/05/why-the-lean-start-up-changes-everything</span></i><br />
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Incredible article. Two concepts have been the literature for a while—Lean Startups and Design Thinking. They are fundamentally based on creating, rapidly testing and validating concepts. If we look at the Market Driven Growth model (MDG), we basically show how to do this from concept creation, concept validation, resourcing (often ignored in other discussions), and then execution. Leadership Framing, critical in MDG is again often ignored in discussions of these processes. .<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgxb6fe1DhD4G_-Qb7Drb3W7lHGXmsDXXhuyjaS_6Mj1JKyxc04xP2lhh95xnr2S_opchBb6HpPCExOn7s2YHgIUHAlsciiapEEBMSPz7vDCPFsuOqqR0AGHTQFOZYhoBHuna9f/s1600/MDG.gif" imageanchor="1"><img border="0" data-original-height="540" data-original-width="960" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgxb6fe1DhD4G_-Qb7Drb3W7lHGXmsDXXhuyjaS_6Mj1JKyxc04xP2lhh95xnr2S_opchBb6HpPCExOn7s2YHgIUHAlsciiapEEBMSPz7vDCPFsuOqqR0AGHTQFOZYhoBHuna9f/s400/MDG.gif" width="400" /></a></div>
Going forward, I will be sharing some tools that have not been incorporated into our Kellogg class but I think our valuable<br />
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<i><span style="color: #741b47;">Launching a new enterprise—whether it’s a tech start-up, a small business, or an initiative within a large corporation—has always been a hit-or-miss proposition. According to the decades-old formula, you write a business plan, pitch it to investors, assemble a team, introduce a product, and start selling as hard as you can. And somewhere in this sequence of events, you’ll probably suffer a fatal setback. The odds are not with you: As new research by Harvard Business School’s Shikhar Ghosh shows, 75% of all start-ups fail.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">But recently an important countervailing force has emerged, one that can make the process of starting a company less risky. It’s a methodology called the “lean start-up,” and it favors experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional “big design up front” development. Although the methodology is just a few years old, its concepts—such as “minimum viable product” and “pivoting”—have quickly taken root in the start-up world, and business schools have already begun adapting their curricula to teach them continually learn from customers.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">One of the critical differences is that while existing companies execute a business model, start-ups look for one. This distinction is at the heart of the lean start-up approach. It shapes the lean definition of a start-up: a temporary organization designed to search for a repeatable and scalable business mode.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">After decades of watching thousands of start-ups follow this standard regimen, we’ve now learned at least three things:</span></i><i><span style="color: #741b47;">1. Business plans rarely survive first contact with customers. As the boxer Mike Tyson once said about his opponents’ prefight strategies: “Everybody has a plan until they get punched in the mouth.”</span></i><i><span style="color: #741b47;">2. No one besides venture capitalists and the late Soviet Union requires five-year plans to forecast complete unknowns. These plans are generally fiction, and dreaming them up is almost always a waste of time.</span></i><i><span style="color: #741b47;">3. Start-ups are not smaller versions of large companies. They do not unfold in accordance with master plans. The ones that ultimately succeed go quickly from failure to failure, all the while adapting, iterating on, and improving their initial ideas as they continually learn from customers.</span></i></blockquote>
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<i><span style="color: #741b47;">The lean method has three key principles:</span></i></blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;"><b>First</b>, rather than engaging in months of planning and research, entrepreneurs accept that all they have on day one is a series of untested hypotheses—basically, good guesses. So instead of writing an intricate business plan, founders summarize their hypotheses in a framework called a business model canvas</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;"><b>Second,</b> lean start-ups use a “get out of the building” approach called customer development to test their hypotheses. They go out and ask potential users, purchasers, and partners for feedback on all elements of the business model, including product features, pricing, distribution channels, and affordable customer acquisition strategies. The emphasis is on nimbleness and speed: New ventures rapidly assemble minimum viable products and immediately elicit customer feedback.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;"><b>Third,</b> lean start-ups practice something called agile development, which originated in the software industry. Agile development works hand-in-hand with customer development. Unlike typical yearlong product development cycles that presuppose knowledge of customers’ problems and product needs, agile development eliminates wasted time and resources by developing the product iteratively and incrementally. It’s the process by which start-ups create the minimum viable products they test</span></i>.</blockquote>
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<i><span style="color: #741b47;">The founders of lean start-ups don’t begin with a business plan; they begin with the search for a business model. Only after quick rounds of experimentation and feedback reveal a model that works do lean founders focus on execution</span></i></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihumsK79scp7e_HalGJ_06StcGDQv2Iichy2BCYhKbghJInvAUwEhqkT7x1ZUTrUlumDEivvldT7AVsUkNDd3I89drbNXHhUJN4zkznx_8zK_VNq-WtEj3x1hkt6n3vXB0TA-w/s1600/Lean+start+ups.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="798" data-original-width="624" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihumsK79scp7e_HalGJ_06StcGDQv2Iichy2BCYhKbghJInvAUwEhqkT7x1ZUTrUlumDEivvldT7AVsUkNDd3I89drbNXHhUJN4zkznx_8zK_VNq-WtEj3x1hkt6n3vXB0TA-w/s400/Lean+start+ups.gif" width="312" /></a></div>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-19726987880419570842018-06-12T08:00:00.000-05:002018-06-12T08:00:00.549-05:00<span style="font-size: x-large;"><br /></span>
<span style="font-size: x-large;">The 10 Principles of Organizational DNA</span><br />
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<span style="font-size: x-large;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjhIE_aQJteQqW-cIgsrZYUVkK-C9iQGTRmdjD_TIXmPQCodNS98XA_pjjce_g5aEqYZgzD_mWoS1nKEdxeeX4j9FyPsxFHmDXNEHxsBwxg6X4tT2kZrcF86RieTuXAzYBVLVB8/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjhIE_aQJteQqW-cIgsrZYUVkK-C9iQGTRmdjD_TIXmPQCodNS98XA_pjjce_g5aEqYZgzD_mWoS1nKEdxeeX4j9FyPsxFHmDXNEHxsBwxg6X4tT2kZrcF86RieTuXAzYBVLVB8/s200/leadership.jpg" width="200" /></a></span></div>
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<span style="font-size: xx-small;">https://www.strategy-business.com/blog/The-10-Principles-of-Organizational-DNA?gko=c5b42&utm_source=itw&utm_medium=20180531&utm_campaign=res</span>p<br />
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Very interesting article<br />
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<i><span style="color: purple;">Amid the turbulence of changing business environments and personnel, 10 precepts have remained useful, for empowering people and unlocking any organization’s potential.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">1. There are only a few organizational personality types. Every company may seem unique, but in their enterprise-wide behavior, they fall into just seven behavioral patterns (in order from the least to most effective at execution): passive-aggressive, over managed, outgrown, fits-and-starts, just-in-time, military-precision, and resilient. People who take our online survey (the Org DNA Profiler®) continue to identify their company as one of these archetypes, regardless of industry and geography. That means that, no matter how pernicious a performance problem may seem, other companies have undoubtedly faced it before —and some have prevailed, often by changing their organizational personality.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">2. Companies are mosaics of personalities. Most companies contain a mix of personalities—having two or three, or more business units that fall under different archetypes. This is especially true of companies that have made major acquisitions. For example, a 20-year-old technology powerhouse might be a resilient organization. But its newly acquired health-tech division matches the fits-and-starts profile, characterized by smart entrepreneurial talent but a lack of collective discipline.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">3. Weak execution is prevalent. The connection between the organization’s personality type and how well the organization executes on strategy is always strong. When we analyzed our most recent data set (more than 20,000 respondents), we discovered that a whopping 48 percent fit a profile distinguished by weak execution. And 11 percent fit into the most vexing of those profiles: the passive-aggressive organization, in which people pay lip service to results but consistently undermine the necessary efforts.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">4. Strong execution is not self-sustaining. The 52 percent of respondents with a strong-execution archetype can’t afford to be complacent. In our experience, even a company with the most desirable profile, the resilient organization, must continually work to stay at the top of its game. For example, its leaders should relentlessly seek feedback from those closest to the market, encouraging and acting on criticism from customers and front-line employees, and taking action to address minor issues before they become bigger problems.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">5. Performance is based on interdependent factors. Your organization’s DNA is made up of four pairs of building blocks: decision rights and norms, motivators and commitments, information and mind-sets, and structure and networks. The way that the building blocks combine determines your company’s aptitude for execution. It is crucial, then, for companies that want to improve their execution to consider the building blocks as a whole and not individually.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">6. The org chart isn’t the solution. Many company leaders fall into a common trap: They think that changing their organization’s structure will solve their problems. They may remove significant management layers and temporarily reduce costs that way—but all too soon, the layers creep back in and the short-term efficiencies disappear. We see structure as the capstone, not the cornerstone. It’s better to change other formal elements first, like decision rights, motivators, and information flows, and then figure out the structural changes needed to support the revitalized company.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">7. Intangibles matter. Those formal organizational DNA elements are attractive to companies because they’re tangible. They can be easily defined and measured. But they’re only half the story. Companies often realize this after they’ve made significant changes—reassigned decision rights, reworked the org chart, established new incentives, or set up knowledge-sharing systems—yet don’t see the results they expect. That’s because they ignored the informal, intangible elements. These include norms (what people think is the right way to behave), commitments (the promises people feel motivated to keep) mind-sets (deeply held attitudes and beliefs), and networks (connections among employees outside the formal structure). They add up to influence the ways people think, feel, communicate, and behave. Until you learn to influence these factors, your efforts to build performance will be unbalanced.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">8. Decision rights and information flows deliver. Decision rights and information traits are twice as powerful as structure and motivators in driving organizational effectiveness. We analyzed dozens of strong-execution companies and discovered that information had the strongest correlation to execution, at 54 percent, and decision rights correlated at 50 percent. Structure came in at 25 percent. That may be why we see more and more companies making smart use of digital information technology to differentiate themselves. But these changes can also be low-tech. One company boosted its performance by setting up regular meetings to ensure that people at the top and the bottom of the hierarchy were regularly talking together, and information flowed more effectively among them.</span></i> </blockquote>
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<i><span style="color: purple;"><br /></span></i><i><span style="color: purple;">9. Informal factors change when you focus on what works. The best approach for improving intangibles like norms and commitments is to use them as a force for transformation. So, instead of trying to change the culture of your company, use your intangible strengths to help improve it. Suppose your company is losing customers despite having a deep commitment to customer service. By focusing attention on a few powerful and positive behaviors, you can draw out that commitment and boost customer retention rates.</span></i> </blockquote>
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<i><span style="color: purple;"></span></i><i><span style="color: purple;">10. High performance can’t be isolated. Rarely do departments or business units work in isolation. Changes are more likely to last when they’re made holistically, across a company or division. Manufacturing needs to know what sales intends to sell, and sales, in turn, needs to know what marketing will promote. The more connectivity among different groups or functions, the more effective they can become.</span></i></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjL-nTxwKhmpCEGcSJuUKwIL1zOO0wzuLrcF2kjeBrkYrg99-knbQE_6uWorxLiZ9PJ6aYhb9ue9VXDB3RcqRMU4vjUfpiemfhXXCMMQkNBC4W8Q2s3fUgxCJF4-JOAQk7GrrB1/s1600/DNA.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="636" data-original-width="800" height="317" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjL-nTxwKhmpCEGcSJuUKwIL1zOO0wzuLrcF2kjeBrkYrg99-knbQE_6uWorxLiZ9PJ6aYhb9ue9VXDB3RcqRMU4vjUfpiemfhXXCMMQkNBC4W8Q2s3fUgxCJF4-JOAQk7GrrB1/s400/DNA.gif" width="400" /></a></div>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-20279280134887728262018-06-04T08:00:00.000-05:002018-06-04T08:00:04.255-05:00<br />
WHY MARKETING ANALYTICS HASN’T LIVED UP TO ITS PROMISE<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiK8WDOs9icm7OKk3e9hbq44eIukkE82xxyKYZZ0eUE6l-87wbLX1VCyesdf4epJ1-9DZ1ATV_QZPXjr7SlNX67cRPrap1SGW7NrqnYSJJET6QDnadG-7NAAqQgDBdXa4rB3mtD/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiK8WDOs9icm7OKk3e9hbq44eIukkE82xxyKYZZ0eUE6l-87wbLX1VCyesdf4epJ1-9DZ1ATV_QZPXjr7SlNX67cRPrap1SGW7NrqnYSJJET6QDnadG-7NAAqQgDBdXa4rB3mtD/s200/process.jpg" width="200" /></a>Carl F. Mela<br />
Christine Moorman<br />
<span style="font-size: x-small;"><br /></span>
<span style="font-size: x-small;">https://hbr.org/2018/05/why-marketing-analytics-hasnt-lived-up-to-its-promise</span><br />
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A very important topic and really worth going to the article for greater insight<br />
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<span style="color: #741b47;"><i>We see a paradox in two important analytics trends. The most recent results from The CMO Survey conducted by Duke University’s Fuqua School of Business and sponsored by Deloitte LLP and the American Marketing Association reports that the percentage of marketing budgets companies plan to allocate to analytics over the next three years will increase from 5.8% to 17.3%—a whopping 198% increase. These increases are expected despite the fact that top marketers report that the effect of analytics on company-wide performance remains modest, with an average performance score of 4.1 on a seven-point scale, where 1=not at all effective and 7=highly effective. More importantly, this performance impact has shown little increase over the last five years, when it was rated 3.8 on the same scale.</i></span> </blockquote>
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<span style="color: #741b47;"><i></i></span><span style="color: #741b47;"><i>How can it be that firms have not seen any increase in how analytics contribute to company performance, but are nonetheless planning to increase spending so dramatically? Based on our work with member companies at the Marketing Science Institute, two competing forces explain this discrepancy—the data used in analytics and the analyst talent producing it. We discuss how each force has inhibited organizations from realizing the full potential of marketing analytics and offer specific prescriptions to better align analytics outcomes with increased spending.</i></span></blockquote>
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<span style="color: #741b47;"><i></i></span><span style="color: #741b47;"><i><b>The Data Challenge</b></i></span><span style="color: #741b47;"><i>Data are becoming ubiquitous, so at first blush it would appear that analytics should be able to deliver on its promise of value creation. However, data grows on its own terms, and this growth is often driven by IT investments, rather than by coherent marketing goals. As a result, data libraries often look like the proverbial cluttered closet, where it is hard to separate the insights from the junk.</i></span> </blockquote>
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<span style="color: #741b47;"><i></i></span><span style="color: #741b47;"><i>In most companies, data is not integrated. Data collected by different systems is disjointed, lacking variables to match the data, and using different coding schemes…</i></span><span style="color: #741b47;"><i>…..What’s more, most companies have huge amounts of data, making it hard to process in a timely manner. Merging data across a vast number of customers and interactions involves “translating” code, systems, and dictionaries. Once cohered, vast amounts of information can overwhelm processing power and algorithms. Many approaches exist to scale analytics, but collecting data that cannot be analyzed is inefficient.</i></span><span style="color: #741b47;"><i>An irony of having too much data is that you often have too little information</i></span> </blockquote>
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<span style="color: #741b47;"><i></i></span><span style="color: #741b47;"><i><b>The Data Analyst Challenge</b></i></span><span style="color: #741b47;"><i>The CMO Survey also found that only 1.9% of marketing leaders reported that their companies have the right talent to leverage marketing analytics. Good data analysts, like good data, are hard to find. Sadly, the overall rating on a seven-point scale, where 1 is “does not have the right talent” and 7 is “has the right talent,” has not changed between the first time the question was asked in 2013 (Mean 3.4, SD =1.7) and 2017 (Mean 3.7, SD =1.7)…</i></span> </blockquote>
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<span style="color: #741b47;"><i></i></span><span style="color: #741b47;"><i>……In light of the exponential growth in customer, competitor, and marketplace information, companies face an unprecedented opportunity to delight their customers by delivering the right products and services to the right people at the right time and the right format, location, devices, and channels. Realizing that potential, however, requires a proactive and strategic approach to marketing analytics. Companies need to invest in the right mix of data, systems, and people to realize these gains</i></span></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-35699987583940345512018-06-01T08:00:00.000-05:002018-06-01T08:00:15.672-05:00<span style="font-size: x-large;">Liberate Your Team with Clearer Processes</span><br />
Elizabeth Doty<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgehpx-kUeCR9Y0106RNye8-lRBQzO2yRgxGaBlwHAWbkXzXnXuJVzVXXhSvFaEncNJMEAUmdE1ANnXm21y_CGLcGjKKfzSWPbsgJHD4zRCWqqFPdHCXoiYSm5xzSMgQLpN1ZoF/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgehpx-kUeCR9Y0106RNye8-lRBQzO2yRgxGaBlwHAWbkXzXnXuJVzVXXhSvFaEncNJMEAUmdE1ANnXm21y_CGLcGjKKfzSWPbsgJHD4zRCWqqFPdHCXoiYSm5xzSMgQLpN1ZoF/s200/process.jpg" width="200" /></a><span style="font-size: xx-small;">https://www.strategy-business.com/blog/Liberate-Your-Team-with-Clearer-Processes?gko=b4eb7&utm_source=itw&utm_medium=20180522&utm_campaign=resp</span><br />
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The age old debate/feeling about process---could not have explained it any better:<br />
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<b><i><span style="color: #741b47;">Effective processes are not about adding red tape — they are about enabling “flow.</span></i></b>”</blockquote>
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<i><span style="color: #741b47;">Ask the members of any team if they want to institute better processes, and be prepared for them to roll their eyes. “‘Better processes’ means ‘more bureaucracy,’” someone will mutter. But ask that same team how much they enjoy doing projects the hard way — duplicating efforts, scrambling to meet deadlines when someone drops the ball, or bearing the brunt of customer fury — and you can expect the floodgates to open.</span></i><i><span style="color: #741b47;">Why do people love to hate “process” but rail against disorganization? It is because most people associate processes with checklists, forms, and rules — the overseer breathing down their necks. Not surprisingly, leaders wanting to foster innovation and creativity are reluctant to institute such rigid controls and procedures.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">In one sense, this aversion to processes is justified. Historically, formal procedures have been used to maintain control, not to simplify work. Process engineers can get carried away with forms and spreadsheets. However, a culture of “winging it” can be just as frustrating. In their 2011 book, The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, Harvard professor Teresa Amabile and developmental psychologist Steven Kramer show that employees are least motivated on days when they face setbacks that inhibit their work. And sociologist Randy Hodson has found that coherent production processes are a key driver of trust in management. Hassles, exceptions, and “gotchas” increase stress, sap the feeling of progress, and force your team to fight the same fires over and over. Even worse, winging it tends to erode safety and quality, and increase the risk of ethical drift.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">At their heart, effective processes are not about adding red tape — they are about enabling “flow.” According to management thinker Eli M. Goldratt, the real innovation behind Ford’s production lines, the Toyota Production System, and “lean” production is the shift from managing resource efficiencies in isolation to managing the flow of value generated by a system. Wherever there is an activity that happens repeatedly in your business, there is a potential flow. As a leader, you have the choice to leave this flow to chance, to control it, or to channel it.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">At their heart, effective processes are not about adding red tape — they are about enabling “flow.”</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">Think of a river. If the banks are not strong and defined, the river dissipates across the countryside and has little force. This is like the operation in which employees are given little guidance, and whose efforts meander or collide. Another river may have locks that strictly regulate how much water can flow when and where. This is a company that tries to control every step every employee takes every day. The entire system is rigid and slow, because management can never keep up with the exceptions and re-prioritizations, and employees’ time is consumed by filling out forms and following procedures.</span></i></blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">By contrast, a company with effective processes is like a river with strong banks. People’s attention and energy are channeled where they will have the most impact. The work environment, habits, tools, and methods guide people into doing things right the first time, based on a continually evolving set of shared best practices. No locks are required: Instead, employees are liberated to focus their creativity on developing new best practices, delighting customers, noticing changes in the competitive landscape, or tackling their company’s next moon shot.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">Designing processes this way involves looking at how work naturally gets done and where simple structures can increase the throughput of value — much the way Japanese gardeners will design the paths in a garden after seeing where people walk. There are several approaches that incorporate this idea of flow, including Goldratt’s “theory of constraints” (and its project-based counterpart, “critical chain”), agile project management, and lean production’s “pull-based” scheduling. Whatever method you choose, here are three core ideas that I’ve found lead to the biggest breakthroughs:</span></i><i><span style="color: #741b47;">• Make sure everyone sees the big picture. When people focus on efficiency in one part of a process, they suboptimize the system as whole — because they don’t weigh the impact of their actions on downstream groups or on the customer. To improve the flow, ensure everyone understands how their work fits together and how to prevent downstream defects through clearer handoffs, giving other departments sufficient lead time, and prioritizing based on overall goals.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">•<u> Love your bottlenecks.</u> As Goldratt has shown, every flow has a capacity constraint — a “Herbie.” Instead of blaming your bottleneck, treat it as scarce resource whose capacity should never ever be wasted. Does it receive top-quality inputs from other groups? Is it ever left idle? Do you squander capacity by constantly switching priorities? A meta-analysis of Goldratt’s methods found companies reduced lead times by 75 percent and improved on-time performance by 50 percent.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">• <u>Do the right things more reliably.</u> As management theorists W. Edwards Deming and Joseph Juran have shown, variability kills quality. Your team may produce excellent work most of the time, but if it is inconsistent, people will be forced to waste time checking to ensure no one drops the ball. Did you call the client with the update? Should I? You can reduce workload and increase the psychological experience of flow by identifying a few best practices and making them into solid habits.</span></i> </blockquote>
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<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">What flows do you need to master in your business? Launching apps? Integrating mergers? Hiring and retaining employees? Select one that will increase your firm’s competitive advantage, set a goal, and then support your team in using one of the methods above. Don’t wait until the fires are out — firefighting is a symptom of poor processes. Instead, dedicate small chunks of time to improvement, chipping away at the biggest time wasters first. A Pareto chart can help you rank problems by frequency or cost. Wherever possible, listen to your team and adopt their recommendations, but insist on rapid feedback so they learn which solutions work. In the end, working on processes in a collaborative way is one of the fastest, most effective vehicles for building engagement and translating values into action.</span></i></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-82027288241608873022018-05-28T11:59:00.000-05:002018-05-31T07:26:49.400-05:00<span style="font-size: x-large;">Create Three Distinct Career Paths for Innovators</span><br />
•<span style="white-space: pre;"> </span>Gina Colarelli O’Connor<br />
•<span style="white-space: pre;"> </span>Andrew Corbett<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1nO-AXI-VKLjXum83mt0YLYvCUz0dnv8eRTyNG_3KR9v_z3UbER5COzeLCE-g0l6rs7OP7lI4xq7rTMNtFHhx9n4YpnlhGffVKPIg63aEPJ2MGKfXrQBOcarZWSYInC4yMLcO/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1nO-AXI-VKLjXum83mt0YLYvCUz0dnv8eRTyNG_3KR9v_z3UbER5COzeLCE-g0l6rs7OP7lI4xq7rTMNtFHhx9n4YpnlhGffVKPIg63aEPJ2MGKfXrQBOcarZWSYInC4yMLcO/s200/leadership.jpg" width="200" /></a></div>
•<span style="white-space: pre;"> </span>Ron Pierantozzi<br />
<span style="font-size: xx-small;">https://hbr.org/2009/12/create-three-distinct-career-paths-for-innovators?autocomplete=true</span><br />
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Remember our work at Kellogg and MDG—we need the right skills along the growth journey<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8Wdci2zJX2Zg_NcXtoLfz2w_CLOEE333Gbvvpl2i9Oc6mzSjIWOMZWkFJIhakDQd2flBxmdHKzwj1OQnz66Wv-FVRVuUJkl1-6OiaICtWwAgW3qanLQ4YgwSoeCAZ62Y5XqYA/s1600/Skills.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="540" data-original-width="960" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8Wdci2zJX2Zg_NcXtoLfz2w_CLOEE333Gbvvpl2i9Oc6mzSjIWOMZWkFJIhakDQd2flBxmdHKzwj1OQnz66Wv-FVRVuUJkl1-6OiaICtWwAgW3qanLQ4YgwSoeCAZ62Y5XqYA/s400/Skills.jpg" width="400" /></a></div>
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<i><span style="color: #a64d79;">Big companies are much better at incremental innovation than they are at radical innovation. That’s as true now as it was 20 years ago, despite countless programs aimed at strengthening innovation capabilities. To understand why, researchers at Rensselaer Polytechnic Institute studied 21 large companies’ efforts to build a capability for breakthrough innovations over several years. They found that even though companies pay lip service to innovation, most fail to provide the formal structure and support that programs need to succeed, such as an autonomous organization, processes tailored for highly uncertain work, and well-designed metrics.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">What’s more, the research reveals that companies fundamentally mismanage their innovation talent. Typically, large companies rotate high-potential managers in and out of the innovation leadership role on a regular basis. That may give the rising stars broad experience, but it deprives the company of any real innovation expertise at a senior level. Even more damaging, companies don’t provide meaningful growth opportunities for their innovation professionals. So although there are plenty of great jobs in innovation, there are no careers. One member of an innovation hub in a large consumer products company explains, “I could help launch $4, $5, $6 billion businesses over the next five years, and I won’t get promoted into leadership for this company.”</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">To remedy that problem, companies must first understand that breakthrough innovation consists of three phases:</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;"><span style="font-size: large;"><b>Discovery</b></span>: </span></i><i><span style="color: #a64d79;">Creating or identifying high-impact market opportunities.</span></i><i><span style="color: #a64d79;"><span style="font-size: large;"><b>Incubation</b>: </span></span></i><i><span style="color: #a64d79;">Experimenting with technology and business concepts to design a viable model for a new business.</span></i><i><span style="color: #a64d79;"><span style="font-size: large;"><b>Acceleration: </b></span></span></i><i><span style="color: #a64d79;">Developing a business until it can stand on its own.</span></i><i><span style="color: #a64d79;"><br /></span></i><i><span style="color: #a64d79;"><br /></span></i><i><span style="color: #a64d79;">Consider the unique competencies each phase requires. During discovery, employees often do bench science or technological experimentation as they think about how an innovation might satisfy a marketplace need. During incubation, employees experiment recursively with technology and market opportunities and try to anticipate the impact the breakthrough business may have on the company’s strategy. During acceleration, established-business capabilities such as scaling up processes, imposing discipline, and specialization are needed. Each phase lends itself to distinct career paths, as well. The bench scientist, for instance, may eventually want to be involved in policy discussions about emerging technologies and how they may influence the company’s future. The incubator may want to pursue a technical path—managing larger, longer-term projects—or to manage a portfolio of emerging businesses. And the accelerating manager may want to stay with the business as it grows, take on a leadership role in a functional specialty, or move into other general-management roles in the corporation.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">Rather than develop those paths, however, many firms assume that an individual will be promoted along with a project as it grows from discovery through to acceleration. In reality, individuals with that breadth of skill sets are extremely rare. In other words, companies have essentially been setting their innovators up to fail. Imagine how much a company might improve its innovation if it allowed workers who excelled in, say, the discovery phase to focus on emerging innovation opportunities rather than forcing them to acquire the skills needed for incubation or acceleration. The accompanying exhibit can serve as a guide for executives who are ready to build career paths for their company’s innovators—and to reap the rewards of a sustainable innovation function.</span></i></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-52673469424048299272018-05-21T08:00:00.000-05:002018-05-21T08:00:06.640-05:00<span style="font-size: x-large;">Four Business Models for the Digital Age</span><br />
John Sviokla<br />
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<span style="font-size: xx-small;">https://www.strategy-business.com/blog/Four-Business-Models-for-the-Digital-Age?gko=67c74&utm_source=itw&utm_medium=20180417&utm_campaign=resp</span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhftwYDJMOQRetIcI3X_xKK8ldCiWHeepCMKnjFqM1MNp9nZufBuuvjr3t7JPUqyVpECyqDDwKRjMajlD-Zgy0bKnvwjA-215wBqWnOd5mUhqWddtgnXJ2IeQUXVGC3zbBb5K_j/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhftwYDJMOQRetIcI3X_xKK8ldCiWHeepCMKnjFqM1MNp9nZufBuuvjr3t7JPUqyVpECyqDDwKRjMajlD-Zgy0bKnvwjA-215wBqWnOd5mUhqWddtgnXJ2IeQUXVGC3zbBb5K_j/s200/process.jpg" width="200" /></a><br />
Start thinking the future<br />
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<i><span style="color: #a64d79;">Digitization, which is of course happening all around us, is opening up a whole new spectrum of opportunities to create value. But how do you navigate this new horizontal world?</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">Opportunities for companies in every industry are occurring on two critical dimensions: knowledge of the end customer and business design, i.e., breadth of product and service offerings. These dimensions combine to form four business models for creating value (see exhibit): <b>Suppliers, Multichannel Businesses, Modular Producers, and Ecosystem Drivers.</b></span></i><b> </b></blockquote>
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<i><b><span style="color: #a64d79;"></span></b></i><i><span style="color: #a64d79;"><b><span style="font-size: large;">Suppliers</span></b>, in the lower left quadrant, have little direct knowledge of the preferences of their end customers, and may or may not have a direct relationship with them. These companies sell their products and services to distributors in the value chain. Due to the ease of digital search, they are vulnerable to pricing pressures and commoditization as customers look for less expensive alternatives. Washing-machine manufacturers are a good example of Suppliers, as are companies that create mutual funds sold by someone else.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">If you are a Supplier, you need to make sure your operations are as efficient as possible, but that’s only the first step. As digitization continues, end customers will increasingly expect you to cater to their likes and needs. So if you don’t know much about your end customers and aren’t intent on solving their problems, you’ll need to find other ways to ward off commoditization. That means making sure that your product is highly differentiated or that it goes through a distribution channel other than one controlled by an Ecosystem Driver, another of the business models, which has a broad supply base. Otherwise, you risk losing all the value your enterprise has created</span></i> </blockquote>
<blockquote class="tr_bq">
<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">Haier, the world’s largest manufacturer of white goods, has deployed various strategies to differentiate itself from competitors. It has developed a variety of niche products, including washing machines that accommodate the long gowns worn by women in Pakistan, and freezers that can keep food frozen for 30 hours in the event of a power outage in Nigeria. More recently, Haier used the Internet to open up its innovation process to people outside the company, enabling an unprecedented level of customization.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;"><b><span style="font-size: large;">Multichannel Businesses,</span></b> in the upper left quadrant, have deep knowledge of their consumers because they enjoy a direct relationship with them. Companies in this category provide access to their products in various digital and physical channels to ensure the seamless experience their end customers have come to expect. Many banks and brokerage houses are Multichannel Businesses, as are some retailers and insurance companies.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">If you are an Multichannel Business, there’s no such thing as too much customer knowledge. Broadening your understanding your customers’ life-event needs is essential for building out the integrated experience that will retain existing consumers and attract new ones.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">IKEA, the world’s largest furniture company, is an example of an Multichannel Business that continues to find ways to enhance the range of offerings within its value chain. Building upon its global presence — currently more than 300 stores in 41 countries — IKEA used its extensive knowledge of its customers (gleaned through visits to homes, for example) to develop “products for an everyday life” — from bedroom furniture to prepared food, all under IKEA’s iconic brand. After decades of focus on the customer experience in its stores, IKEA recently launched online shopping, making the purchasing experience truly seamless and gaining a way to learn even more about its customers.</span></i><i><span style="color: #a64d79;">Modular Producers, in the lower right quadrant, offer a distinct capability that spans the ecosystem, but they have little direct knowledge of the end customer. Their plug-and-play offerings can work with any number of channels or partners, but they rely on others for distribution as well as for guidance on what the customer needs. A good example is payment companies that enable the consumer to pay for a wide range of goods and services, such as groceries and college tuition.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">If you are a <b><span style="font-size: large;">Modular Producer,</span></b> you need to be the best at everything. As is the case with Suppliers, competition is fierce, so your offerings need to be innovative and well priced.</span></i><i><span style="color: #a64d79;">Square Inc. fits the profile of a Modular Producer. Founded in 2009, the B2B payments company has continuously launched innovative software and hardware products that are ecosystem-agnostic. Square’s point-of-sale, payroll, employee management, and appointment apps can be used on Apple and Android devices alike, as can its chip and magstrip readers.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;"><b><span style="font-size: large;">Ecosystem Drivers,</span></b> in the upper right quadrant, have the best of both worlds: deep end-customer knowledge and a broad supply base. They leverage these dimensions to provide consumers with a seamless experience, selling not only their own proprietary products and services but also those from providers across the entire ecosystem. Thus, they create value for themselves while extracting rent from others. Large internet retailers in the U.S. and China are good examples of Ecosystem Drivers, as are some healthcare providers.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">If you are an Ecosystem Driver, you’ll want to keep pushing the boundaries in both dimensions, increasing your knowledge of end customers and the breadth of offerings available to them…</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">…research demonstrates, the prospects for creating value are greatest for companies that participate in ecosystems rather than in value chains, so Ecosystem Drivers have the greatest potential for value creation and Suppliers the smallest. All four paths are viable routes to enduring success, provided you are clear on what your generic strategy is and what that strategy requires. If, however, you are losing customers or growing more slowly than your market, you should consider moving to a different quadrant, either by expanding your knowledge of your end customers or by becoming more of an ecosystem.</span></i><i><span style="color: #a64d79;">Or even by doing both: GE is moving from being a Supplier of industrial products to an Ecosystem Driver in the Industrial Internet of Things, with the help of Predix, the cloud-based operating system it launched last year. Serving as a platform for services provided by third-party vendors as well as GE business units, Predix helps companies collect, analyze, and leverage operational data so they can optimize the performance of their entire system. As Predix’s customer base grows, so will GE’s status as an Ecosystem Driver.</span></i> </blockquote>
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<i><span style="color: #a64d79;"></span></i><i><span style="color: #a64d79;">As digital becomes the new normal, the paths to success are there for the taking. But be sure you know your destination before setting out.</span></i><i><span style="color: #a64d79;"><br /></span></i></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-17244137465215583212018-05-14T08:00:00.000-05:002018-05-14T08:00:11.444-05:00<div class="tr_bq">
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<span style="font-size: x-large;">Office Politics make BEST PEOPLE quit.</span><br />
<span style="font-size: xx-small;">https://www.linkedin.com/pulse/office-politics-make-best-people-quit-oleg-vishnepolsky/</span><br />
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Oleg Vishnepolsky<br />
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Strong Cultural issues<br />
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<i style="color: #a64d79;">Office politics are defined by self-interests and agendas that run ahead of business goals. Management is ready sacrifice success in order to look good or to maintain control.<br />Sure signs of a highly political environment:</i><br />
<i style="color: #a64d79;"><br />Office Politics 101: Blame-games, finger pointing</i><br />
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<span style="color: #a64d79;"><i><br /><br />Office Politics 102: Mind-games and manipulation.<br />Office Politics 103: Managers operate by pressure - not by inspiration nor by support.<br />Office Politics 104: Setting up people to fail.<br />Office Politics 105: Honesty is considered to be a threat.<br />Office Politics 106: Not sharing relevant information in order to maintain control.<br />Office Politics 107: Responsibility avoidance and dilution.</i></span></blockquote>
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<i style="color: #a64d79;"><br /></i>
<i style="color: #a64d79;">Office Politics 108: Not hiring nor promoting strong performers so as not endanger own position.<br />Office Politics 109: Spreading rumors to damage someone’s reputation.<br />Office Politics 110: Misrepresenting own accomplishment to make oneself look better at expense of others. Taking credit for other people's successful work, and "crediting" them when their efforts fail<br />Office Politics 111: Favoritism and nepotism.<br />Office Politics 112: False promises to get someone to do something, e. g. to accept a job or a responsibility.<br />Office Politics 114: Micromanagement and excessive control.</i><br />
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<span style="color: #a64d79;"><i><b>Sure signs that you work in a healthy environment free from toxic politics.</b><br />1) Leadership is open, fair, authentic, honest, friendly and supportive.<br />2) Failures and mistakes are treated as lessons. Finger-pointing is frowned upon.<br />3) Employees are trusted and empowered.<br />4) People are promoted and rewarded on the basis of their accomplishments, not political favors.<br />5) Leadership takes real risks for employees, stands up for them, gets them what they need, is there for them when they run into problems.<br />6) Best ideas win.<br />7) Employees come first.<br />8) Loyalty, talent and hard-work are appreciated and recognized.<br />Seek respect, not attention. It lasts a lot longer.<br />Seek loyalty, not obedience. It is worth a lot more.</i></span></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTpJclNwQas2aqCg4ASZkT9fEAClB_6Gu7u321_jPlg45AMkl4rSdqtO8fmDFgrkXfs-IvVKCOKJW72Bn7WYRRHAVCM0p7MGMG2bgU9y_DlF6HLIleHYtkfSUSRExHGaSo7kxi/s1600/Branson-2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="346" data-original-width="810" height="136" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTpJclNwQas2aqCg4ASZkT9fEAClB_6Gu7u321_jPlg45AMkl4rSdqtO8fmDFgrkXfs-IvVKCOKJW72Bn7WYRRHAVCM0p7MGMG2bgU9y_DlF6HLIleHYtkfSUSRExHGaSo7kxi/s320/Branson-2.png" width="320" /></a></div>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-185579174449272352018-05-07T08:30:00.000-05:002018-05-07T08:30:21.263-05:00<span style="font-size: x-large;">Why Companies Need to Build a Skills Inventory</span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcXnjO4_dnPy0zc3YpOMFus6-7Cavh0q9ut_5mCiCdWz5vk5SXKhVNpcEAo6-FGAfF1VFQGNp52P9j_E6Oc5BZwom9PrFJGoZoAqZN0XnOucCGYtTrxFr0Awj7GNGnK56OTFgH/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcXnjO4_dnPy0zc3YpOMFus6-7Cavh0q9ut_5mCiCdWz5vk5SXKhVNpcEAo6-FGAfF1VFQGNp52P9j_E6Oc5BZwom9PrFJGoZoAqZN0XnOucCGYtTrxFr0Awj7GNGnK56OTFgH/s200/leadership.jpg" width="200" /></a>Jeff Hesse<br />
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<span style="font-size: xx-small;">https://www.strategy-business.com/blog/Why-Companies-Need-to-Build-a-Skills-Inventory?gko=8b016&utm_source=itw&utm_medium=20180425&utm_campaign=resp</span><br />
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Critical for the future –dollars are fungible, people are not<br />
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<span style="color: #a64d79;"><i>Here’s a question every leader should answer: Do you have a clear understanding of your people’s skills, and where the gaps are?</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i>Odds are, the answer is no. Although the cloud, digitization, and the Internet of Things allow businesses to gather and analyze all sorts of data, few organizations today have a system in place to track the skills they have. And even fewer apply that knowledge to gauge what skills they lack, both now and in the future — which presents a challenge, given that in tomorrow’s automation- and data-driven workplace, talent will be scarce and the needs of your organization will change often.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i>It’s clear that digital disruption is already here. In our Workforce of the Future study, which draws on research begun in 2007 by a team from PwC and the James Martin Institute for Science and Civilisation at the University of Oxford’s Saïd Business School, we envision what the workforce will look like in 2030. While it’s impossible to predict exactly the skills businesses will need even five years from now, every scenario we imagine will require workers and organizations to be ready to adapt. PwC’s most recent CEO survey found that more than half of CEOs said they were exploring how machines and humans can work together. And 39 percent said they’re considering the effect automation will have on their workforce.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i>Even now, with automation still in its early days, CEOs told us that finding the skills they need has become the biggest challenge to their business — a situation that will only get more acute as technology evolves and competition for talent tightens. Companies in a range of industries are scrambling to find people who can work with AI or train industrial robots, disciplines that may have been esoteric just a few years ago.</i><i>Given the dynamics, it is vital for you to have a system in place that can track and analyze the skills your people already have — and those they may need soon. Building such a system is a significant undertaking. Breaking it down into four steps can help you get started.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i><b>Step 1: Make an inventory of your people’s dynamic skills</b>. Before you can even begin to think about the future, you need to know what skills your people have. Start by considering the particular skills your business needs, and then categorize them. This categorization could be done by functional skills, such as financial modeling or accounting, or by technical skills, such as programming. While doing so, you should also categorize the level of those skills, from novice to expert. It’s also important that employers look beyond workers’ job titles to consider what skills they have that they may not be using.</i><i>Next, think about the best way to inventory those skills. Organizations that are small- to medium-sized don’t necessarily need a high-tech solution to create this inventory — it could be a simple system in conjunction with your HR platform, or even just a spreadsheet.</i><i>Larger companies with hundreds or thousands of employees will need a more advanced technological solution, such as an app. At PwC, we created a widely available app called Digital Fitness Assessment. We’ve been using this easy, intuitive workforce platform to help our people assess their own technology skills and create personal learning paths to improve professional development. Imagine if your organization had a candid assessment of your people’s digital proficiency.</i><i>Creating an inventory can’t be a one-time exercise, or a static project. You’ll need to update it as your people’s skills evolve, as your organization’s needs change, and as people come and go.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i><b>Step 2: Organize your inventory.</b> Once you have the basic inventory in place, begin to organize it in a way that makes it highly searchable. The key here is to make sure you can search and access the data quickly, with good results. The inventory won’t be useful if you can’t efficiently search for a specific skill or attribute, or easily access the information you need.</i><i>CEOs told us that finding the skills they need has become the biggest challenge to their business.</i><i>Free-form keywords aren’t reliable, because someone might refer to a certain skill using one term, while someone else might call it something different. One person’s “coding” might be another person’s “software writing,” or people may describe sales skills in fundamentally different ways. So it’s critical to figure out how you can organize the data to produce useful query results. Or you can implement a powerful search engine that doesn’t rely on how the data is organized.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i>Step 3: Analyze your skills.<b> With the data in place, you can begin analyzing it. This can </b>be simple (comparing rows on a spreadsheet) or more complex (using people analytics or apps to find and assess certain skill sets). The goal here is to gain insight into where your employees’ skills are the strongest, where they’re thin, and where the gaps are, and then whether those gaps are on the functional side or the technical side.</i><i>As with building the inventory, analysis isn’t a one-time exercise. How closely you track your people’s skills depends on the needs of your business. In manufacturing or retail, where a lot of people may be doing the same job, you might not need to track skills too closely (unless you’re looking at roles you’re seeking to transform). But if your organization demands certain unique skill sets, such as those in financial services, pharmaceuticals, or some highly technical industries, you’ll want to give skill tracking more time and attention.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i><b>Step 4: Plan for the futur</b>e. Once you’ve built an inventory and analyzed your people’s skills, you can start planning for the future. Trying to gauge the skills your company will need two to three years down the road with a few viable scenarios can be a valuable exercise. Rather than being caught off guard by a sudden gap in skills or having to hire people with certain skills at the last minute in the open market, companies armed with such knowledge can plan ahead through hiring, training, and career development strategies.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i>These steps inform a broader workforce strategy. It’s important not to forget that planning your strategy shouldn’t happen in a vacuum — it should always be connected to larger, unified business goals. All functions must work together to build a skills plan for the future.</i></span> </blockquote>
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<span style="color: #a64d79;"><i></i><i>There’s a lot we don’t know about tomorrow. But workers and organizations should be as ready as possible. By identifying the skills you need and starting to concentrate on how to build them, you’ll be better prepared for the changes coming your way.</i></span></blockquote>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-84060034696772318002018-03-26T08:00:00.000-05:002018-03-26T08:00:50.690-05:00<br />
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Rich Tapestry within the Three Horizon Framework<o:p></o:p></span></b></div>
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<span style="font-family: "inherit",serif; font-size: 12.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Posted on <a href="https://paul4innovating.com/2016/08/22/exploring-the-rich-tapestry-within-the-three-horizon-framework/" title="12:48 pm"><span style="border: none windowtext 1.0pt; color: #0d3d9b; mso-border-alt: none windowtext 0in; padding: 0in;">August 22, 2016</span></a><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"> by <a href="https://paul4innovating.com/author/paul4innovating/" title="View all posts by @paul4innovating"><span style="color: #0d3d9b;">@paul4innovating</span></a><o:p></o:p></span></span></div>
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<span style="font-family: "inherit",serif; font-size: 12.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><a href="https://paul4innovating.com/2016/08/22/exploring-the-rich-tapestry-within-the-three-horizon-framework/">https://paul4innovating.com/2016/08/22/exploring-the-rich-tapestry-within-the-three-horizon-framework/</a><o:p></o:p></span></div>
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<span style="font-family: "inherit",serif; font-size: 12.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Very interesting
discussion on the Three Horizon model we deploy and teach on our Market Driven
Growth process at Kellogg.<o:p></o:p></span></div>
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<span style="color: purple;"><span style="font-family: inherit, serif; font-size: 12pt;">Within our ‘business as usual’
attitudes, there actually lies the seeds of destruction. Today there is a
relentless pace; we are facing stagnation in many maturing markets if we don’t
evolve.</span><span style="font-family: inherit, serif; font-size: 12pt;">Yet <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">we actually subvert the future to prolong the life of the
existing. We need to frame our innovation needs differently for exploring and
exploiting innovation across different time horizons to move beyond the usual.<br /><o:p></o:p></span></i></span><span style="font-family: inherit, serif; font-size: 12pt;"><o:p> </o:p></span><span style="font-family: inherit, serif; font-size: 12pt;">Commonality within innovation is becoming increasingly
important. We need to build clear common languages of innovation, frameworks,
methods and approaches.</span><span style="font-family: inherit, serif; font-size: 12pt;">There is a pressing need to frame
innovation in different ways, to meet change that lies in the future. We are in
need to <b><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">clarify our options and this requires multiple thinking horizons
to work through to deliver a richer tapestry of innovation discovery.</span></b></span><span style="font-family: inherit, serif; font-size: 12pt;">Innovation is constantly facing
disruption; it is constantly going through life cycles and new waves of
different activities and we begin decay faster today than ever. We run an
increasing risk that we begin to lose any dominance or competitive position increasingly.
We need to innovate to sustain ourselves and maintain our market positions in a
rapidly evolving world.</span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: purple;"><span style="font-family: inherit, serif; font-size: 12pt;"></span><span style="font-family: inherit, serif; font-size: 12pt;">The key requires us to manage
this transition, not let others manage it for us. We need a far more robust,
well thought-through way to apply our innovation resources to meet and
anticipate these changing events. <b><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">It is how we manage this
transition becomes so critical.</span></b></span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: purple;"><span style="font-family: inherit, serif; font-size: 12pt;"><b><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"></span></b></span><span style="font-family: inherit, serif; font-size: 12pt;"><a href="https://paul4innovating.com/2013/06/07/traversing-across-different-horizons-for-transformative-innovation/"><b><span style="border: 1pt none windowtext; padding: 0in; text-decoration: none;">The three horizon
framework</span></b></a> needs to become the innovation space for
dialogues, planning, portfolio debates, differentiating the distinctions
between the three time line perspectives and generally arguing for inclusion,
the value and importance of the thinking and then applying the appropriate
resources needed in the management of innovation across these three different
timelines.The 3H framework is a powerful enabler.</span><b><span style="border: 1pt none windowtext; font-family: inherit, serif; font-size: 12pt; padding: 0in;">The value of the weak signals
needs amplifying</span></b><span style="font-family: inherit, serif; font-size: 12pt;">We need to exploit developing trends that are emerging in the
different but future horizons and begin to tune in and discover the emerging
possible options in the future.</span><span style="font-family: inherit, serif; font-size: 12pt;">The discussions in any forecasting or futuristic planning often
have conflicting views of the future, compared to the existing realities based
on those products and services that are providing the returns for today’s
business. Yet the future is also equally rooted in the present, often called
‘weak signals’</span><span style="font-family: inherit, serif; font-size: 12pt;">I am a great follower of Dave
Snowden’s thinking and work over at <a href="http://cognitive-edge.com/"><span style="border: 1pt none windowtext; padding: 0in;">www.cognitive-edge.com </span></a>on “making sense of
complexity in order to act” which includes <a href="http://cognitive-edge.com/sensemaker/#sensemaker-about"><span style="border: 1pt none windowtext; padding: 0in;">SenseMaker®</span></a> and the <a href="http://cognitive-edge.com/"><span style="border: 1pt none windowtext; padding: 0in;">Cynefin Framework, </span></a>which
I have written upon in its value, in this post “<a href="https://paul4innovating.com/2014/06/19/the-use-of-the-cynefin-model-for-innovation/"><span style="border: 1pt none windowtext; padding: 0in;">use of the Cynefin model for innovation”</span></a> ,and
within his work equally are clear views of managing change.</span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: purple;"><span style="font-family: inherit, serif; font-size: 12pt;"></span><span style="font-family: inherit, serif; font-size: 12pt;">Dave Snowden’s has a view that
works for me in applying the thinking around the three horizons, this fits so
well. He argues instead of trying to tackle the unknowable, as it is inherently
unknowable, he rightly suggests 1) <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">we fully explore the
evolutionary potential of the present,</span></i> 2) bring in as <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">wide an engagement of views</span></i> to find a more
sustainable or resilient set of solutions to emerge and 3) in his view, and
most probably the most important point, it is <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">how you build the narrative and
descriptors</span></i>, as the danger becomes the more you attempt to predict
and evaluate, the more you can close down options, some far too early.</span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: purple;"><span style="font-family: inherit, serif; font-size: 12pt;"></span><span style="font-family: inherit, serif; font-size: 12pt;">He suggests the more you can hold
onto this descriptive level, the longer you have in widening the range of intervention
points as more knowledge becomes available. You spend less time on (predicting)
outcomes and more time on measuring vectors (velocity, acceleration, magnitude,
force of direction) which for me, allows the progressive build of the
right <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">future </span></i>capabilities, in more evolving and evolutionary
ways of learning from exploring and experimenting, the key transition point of
Horizon 2 (h2).</span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: purple;"><span style="font-family: inherit, serif; font-size: 12pt;"></span><b><span style="border: 1pt none windowtext; font-family: inherit, serif; font-size: 12pt; padding: 0in;">Resisting the early decision.</span></b><span style="font-family: inherit, serif; font-size: 12pt;">It is <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">often the cases we can detect change but we consciously ignore it
or dismiss it out of hand.</span></i> This is often the place where the
disruptor is presently at work, both existing or new competitors, exploring or
exploiting different options, working at displacing your products and market
positions. The combinations of new technologies, concepts and business models
are constantly emerging and we need to be pioneers these as well as detect them
as they emerge, anticipating the change these might bring and focus on building
the capacity and capabilities to advance on your own curve of understanding.</span><span style="font-family: inherit, serif; font-size: 12pt;">We need to separate and structure
different mindsets to developing innovation capabilities to <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">explore</span></i> and prepare for the future, as well as
deepen the <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">exploration</span></i>, to leverage the
present. Structuring the approach, by looking across multiple horizons, allow
you to evolve the entire innovation portfolio and begin to recognise the many
gaps that exist within your thinking, within your capabilities and capacities
to innovate.</span><b><span style="border: 1pt none windowtext; font-family: inherit, serif; font-size: 12pt; padding: 0in;">Separating the horizon lenses</span></b></span><span style="background-color: transparent;"> </span></blockquote>
<blockquote style="background: white; line-height: normal; margin-bottom: 19.5pt; vertical-align: baseline;">
<span style="color: purple;"><b><span style="border: 1pt none windowtext; font-family: inherit, serif; font-size: 12pt; padding: 0in;"></span></b><span style="font-family: inherit, serif; font-size: 12pt;">By looking at this through separate horizon lenses does equally
assist you in allocating the appropriate but usually different resources that
are needed to be applied, to each of the time horizons and challenges that are
identified and lie within them.</span><span style="font-family: inherit, serif; font-size: 12pt;"><a href="https://paul4innovating.com/2013/02/18/mapping-innovation-across-the-three-horizons/"><b><span style="border: 1pt none windowtext; padding: 0in; text-decoration: none;">The three horizon
framework</span></b></a> has the clear intent to grow awareness and offer
a better understanding of how innovation works and fits, with also its great
value for clarifying the structuring and allocation of innovation’s management.
It can be used for portfolio alignment, resource structuring and the mechanism
for broad dialogue of explaining decisions and describing the growing consensus
of the future direction.</span><span style="font-family: inherit, serif; font-size: 12pt;"><a href="https://paul4innovating.com/2015/06/01/innovation-needs-different-time-and-thinking-horizons/"><b><span style="border: 1pt none windowtext; padding: 0in; text-decoration: none;">The three horizon
framework</span></b></a> can offer a vital part within all the
organisations thinking around working through its innovation ambitions, not
just for the present but for the future and how these can transition,
connecting the reality of the present with the concepts of the future.</span><span style="font-family: inherit, serif; font-size: 12pt;">The need is we all should make the case that different types of
innovation operate and evolve over different time horizons and need thinking
through differently.</span><span style="font-family: inherit, serif; font-size: 12pt;"><a href="https://paul4innovating.com/2014/09/05/seeing-your-innovating-future-across-different-horizons/"><b><span style="border: 1pt none windowtext; padding: 0in; text-decoration: none;">The three horizon
framework</span></b></a> goes well beyond simply a planning tool, it
does provide a valuable evolutionary perspective that dialogues can be formed
around, so decisions on where to focus and what resources need to be applied
can be made for delivering a constantly evolving ‘state’ of innovation
development. Dialogues that deliver that then get translated into more
plausible and coherent set of activities, projected into the future, searching
for emerging winners that can change and challenge your existing business.</span><span style="font-family: inherit, serif; font-size: 12pt;"><a href="https://paul4innovating.com/2015/04/04/drawing-out-the-different-voices-within-the-three-horizon-methodology-for-innovation/"><b><span style="border: 1pt none windowtext; padding: 0in; text-decoration: none;">The three horizon
framework</span></b></a> is about having strategic conversations about the
future, that feeds the discussions about your innovation direction, shaping the
longer-term portfolio and capability understandings. It is increasingly vital
to understand all of its ways to contribute to your innovation developments and
needs.</span><span style="font-family: inherit, serif; font-size: 12pt;">Its value – <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">if well-managed</span></i> – can offer a helpful way for a
significant series of dialogues and tensions to surface, but through this
engagement and respect for different positions, you can find mutual ways of
connecting your innovation activities and resolve these different opinions,
emerging over the different horizons and diverse thinking. You are managing
uncertainty in better ways, as a team or organisation through this framing
dialogue.</span><span style="font-family: inherit, serif; font-size: 12pt;">If you would like to explore all the different ways that give
the three horizons framework a much richer return in its value and use, then
let me know.</span></span></blockquote>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-44896223867445389342018-03-19T08:00:00.000-05:002018-03-19T08:44:13.980-05:00<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKx4HyMz9Vd-AcQyggpdj8gA-A9MW56XvYoXIT6AZocqYQbwgS3ry6-AGyw55oTBjRIDmP6xZbn5DMCY-3zEQPL-IQbz1Oik3hcxW3fpZcJNTsc6AG7vh2CWWuK1JlMIMaxI6F/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKx4HyMz9Vd-AcQyggpdj8gA-A9MW56XvYoXIT6AZocqYQbwgS3ry6-AGyw55oTBjRIDmP6xZbn5DMCY-3zEQPL-IQbz1Oik3hcxW3fpZcJNTsc6AG7vh2CWWuK1JlMIMaxI6F/s200/process.jpg" width="200" /></a><br />
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<span style="border: none 1.0pt; color: #333333; font-family: "arial" , sans-serif; font-size: 21.0pt; padding: 0in;">Reflecting on our Innovation Practices</span><span style="color: #333333; font-family: "arial" , sans-serif; font-size: 21.0pt;"><o:p></o:p></span></div>
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<span style="color: #333333; font-family: "tahoma" , sans-serif; font-size: 10.0pt;">by Paul Hobcraft<o:p></o:p></span></div>
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<a href="http://innovationexcellence.com/blog/2018/03/13/reflecting-on-our-innovation-practices/">http://innovationexcellence.com/blog/2018/03/13/reflecting-on-our-innovation-practices/</a><o:p></o:p></div>
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Very interesting article<o:p></o:p></div>
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<span style="background: white; font-family: "tahoma" , sans-serif; font-size: 10pt; line-height: 107%;"><span style="color: #741b47;">Innovation has been rapidly
changing and much of its basics have been swallowed up by some newly defining
frameworks that have raced up to the top of the innovation agenda. They have
driven much of our thinking and reacting. It is right that we all respond to
these but we often forget much of the rest of what innovation needs to be built
upon.</span></span></blockquote>
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<span style="color: #741b47;"><span style="background: white; font-family: "tahoma" , sans-serif; font-size: 10pt; line-height: 107%;"><o:p> </o:p></span><strong><span style="border: 1pt none; font-family: "tahoma" , sans-serif; font-size: 10pt; padding: 0in;">Doesn’t
the innovation needle keep shifting constantly?</span></strong><em><span style="border: 1pt none; font-family: "tahoma" , sans-serif; font-size: 10pt; padding: 0in;">The basics of innovation</span></em><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;"> still
form around building <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">the engagement, leadership, and involvement</span></em>, in
constructing a <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">culture,
the climate and environment needed</span></em>, so as to allow innovation to
evolve and thrive. Then there is that need for a constant <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">investment in people</span></em>,
in our <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">networks
and relationships</span></em>, that all need to come together. These are the
foundation to build innovation capacities.</span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: #741b47;"><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;"><o:p></o:p></span><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;">Then, we have <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">the investments in structures,
systems, and governance</span></em>, making sure these are flexible and robust
enough to make what we work upon, as r<em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">esponsive, agile, adaptive, exploitative and
exploratory</span></em>. All coming together so we can end up with great new
ideas, things and most importantly, in winning successful concepts that grow
our business.</span><o:p> </o:p><strong><span style="border: 1pt none; font-family: "tahoma" , sans-serif; font-size: 10pt; padding: 0in;">The
shifts taking place around innovation have been significant in their impact. </span></strong><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;">The shifts taking place has been
hugely shaped by how <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">digital transformation</span></em> continues to grow in its
importance. how it is influencing much that is surrounding innovation, as it
continues to disrupt in faster, demanding ways, where it deconstructs and then,
it is forcing us to reconstruct our innovative thinking, so as to gain from all
this transformation occurring all around us.</span><o:p> </o:p><span style="background: white; font-family: "tahoma" , sans-serif; font-size: 10pt; line-height: 107%;">The other real forces of
innovation change in this relatively short period have come from a great
explosion of </span><i><span style="-webkit-text-stroke-width: 0px; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; outline: none; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">Lean Management principles</span></span><span style="-webkit-text-stroke-width: 0px; float: none; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"> </span><span style="-webkit-text-stroke-width: 0px; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; outline: none; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">and practices</span></span></i><span style="-webkit-text-stroke-width: 0px; float: none; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"><i> </i>and the
incorporating of </span><em style="-webkit-text-stroke-width: 0px; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; outline: none; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">Design thinking</span></em><span style="-webkit-text-stroke-width: 0px; float: none; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"> (embodied in MDG and our class at Kellogg) into our
work. Both of these are being rapidly embraced by our organizations, large and
small. How these are fully and successfully integrated remains a challenge for
most to resolve today.<br />
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</span></span><span style="background-color: transparent;"> </span></blockquote>
</blockquote>
<blockquote class="tr_bq" style="-webkit-text-stroke-width: 0px; background: white; font-variant-caps: normal; font-variant-ligatures: normal; margin-bottom: .0001pt; margin: 0in; orphans: 2; outline: none; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;">
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<span style="color: #741b47;"><span style="-webkit-text-stroke-width: 0px; float: none; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; text-align: start; text-decoration-color: initial; text-decoration-style: initial; widows: 2; word-spacing: 0px;"></span><strong><span style="border: 1pt none; font-family: "tahoma" , sans-serif; font-size: 10pt; padding: 0in;">The
raw power of knowledge needs harnessing and translating </span></strong><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;">It is this ‘raw’ power of
technology, pushing the <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">flow of knowledge </span></em>and exploiting the different<em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;"> social mediums </span></em>that
are swirling around us, with many suggested designs and frameworks that need
deeper capture and translation, so as to extract new value.</span><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;">We all need to think through the
value of the <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">pivot,
prototype, the constructing of minimal viable products and rapid
experiment and design </span></em>to increase in focus, so as to <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">accelerate innovation discovery
and delivery.</span></em></span><span style="font-family: "tahoma" , sans-serif; font-size: 10pt;">We are <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">learning faster, shutting
down </span></em>what does not work as we go, <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">adapting</span></em> faster than before
with our innovative concepts, by being engaged and constantly informed by <em style="outline: none;"><span style="border: none 1.0pt; font-family: "tahoma" , sans-serif; padding: 0in;">customer needs</span></em>.</span><o:p> </o:p></span></blockquote>
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<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-34480572440109198422018-03-13T09:58:00.000-05:002018-03-13T09:58:10.197-05:00<span style="font-size: x-large;"><b>L</b></span><b><span style="font-size: x-large;">EARNING FROM THE PROS: KOHLER</span></b><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhupd6RYOU-y06tdhRP8XMRq9RsWnzVoTQk78ar9SVAvW36cKjoAASZtzNuCx4marTASGd0iT7ttX46k5XMAlAckMfi-tF1BwCnJ6KD6a0whqnJAzHsfSRZppT0l9p2h4sCuP6n/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhupd6RYOU-y06tdhRP8XMRq9RsWnzVoTQk78ar9SVAvW36cKjoAASZtzNuCx4marTASGd0iT7ttX46k5XMAlAckMfi-tF1BwCnJ6KD6a0whqnJAzHsfSRZppT0l9p2h4sCuP6n/s200/process.jpg" width="200" /></a><br />
Very interesting short video on how Kohler, a top of the line bathroom/kitchen fixture company created competitive separation in a "commodity" market.<br />
<br />
https://www.americanexpress.com/us/small-business/openforum/videos/learning-pros-kohler/?extlink=sm-openf-emailshare<br />
<br />
Definitely<br />
worth listening to.<br />
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<h1 class="classic-title" style="color: #383333; font-family: benton-sans, open-sans, Helvetica, Arial, "Lucida Grande", sans-serif; font-size: 56px; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: 1.14; margin: 0px; padding: 17px 0px 0px; text-align: center; text-transform: uppercase;">
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-84632749214838441632018-03-06T08:38:00.003-05:002018-03-06T08:38:35.833-05:00<div class="tr_bq">
<span style="font-size: x-large;">Bit by Bit, Whole Foods Gets an Amazon Touch</span></div>
By Nick Wingfield<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5MlCdz_DU-JljcD2Y6qSbO6o5ua6_afyocOZBYaGnG0EcMMnOd-WyKuhwjoDxuvnStviFvmhchFGphzpnv7vqofiZGshoY4KFp6S8nxR6b4ORkkqBjCRAiLxr4_ipGzeJb3Ny/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5MlCdz_DU-JljcD2Y6qSbO6o5ua6_afyocOZBYaGnG0EcMMnOd-WyKuhwjoDxuvnStviFvmhchFGphzpnv7vqofiZGshoY4KFp6S8nxR6b4ORkkqBjCRAiLxr4_ipGzeJb3Ny/s200/process.jpg" width="200" /></a>March 1, 2018<br />
https://www.nytimes.com/2018/03/01/technology/bit-by-bit-whole-foods-gets-an-amazon-touch.html<br />
<br />
<br />
<br />
I thought this was a fascinating story of M&A integration feeding organic growth—building the capability platform. Keep in mind, some major thrusts at Amazon are:<br />
•<span style="white-space: pre;"> </span>Entering the fresh food market via delivery of groceries<br />
•<span style="white-space: pre;"> </span>Offering peripheral services that build interest in their Amazon Prime which offers free shipping to those members for an annual fee and bolster Amazon sales on their site<br />
Suggest watching this very brief video on Amazon’s strategy:<br />
https://www.youtube.com/watch?v=BZQn98ko29o<br />
<br />
<blockquote>
<span style="color: #741b47;"><i>Some signs are subtle, like the “Whole Foods + Amazon” one near the bananas. Others are more obvious, like the kiosk with Amazon devices for sale.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>It has been six months since Amazon took over Whole Foods, a $13.4 billion deal that made the internet retailer a major player in the world of brick-and-mortar retailing. For the most part, the 470 stores are still the same upscale, expensive healthy food emporiums that they have always been.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>Amazon has grander ambitions as well. The company’s executives are busy devising ways to connect its Prime membership program, which offers benefits like fast and free shipping and video streaming, with the stores.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>The company has said that Prime will eventually become the Whole Foods customer rewards program. It recently took a baby step in the direction of weaving together Prime and Whole Foods by giving Prime members 5 percent back on Whole Foods purchases made with an Amazon-branded Visa card. Whole Foods has signs about the offer all over its checkout stands.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>Some of the changes Amazon has made are experiments limited to a few locations. Others, like price cuts on grocery staples, are widespread and a sign of more to come, its executives say.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>“We’re determined to make healthy and organic food affordable for everyone,” Jeff Wilke, the chief executive of Amazon’s worldwide consumer business, has said.</i><i>Here are a handful of notable changes Amazon has made to Whole Foods so far.</i><i>(WATCH: Mr. Wilke, speaking at The New York Times’s New Work Summit, explains his strategic vision for the retailing giant and the critical role Whole Foods will play.)</i></span></blockquote>
<br />
<blockquote>
<span style="color: #741b47;"><b><i></i></b><i><b>Home Delivery</b></i><i>Last month, Amazon allowed people to buy thousands of different items from Whole Foods and have them delivered by Prime Now, a speedy Amazon delivery service that uses contractor drivers in their personal cars. The service, available only for Amazon Prime members, offers free two-hour delivery of orders and one-hour delivery for $7.99 on orders over $35. (Driver tips are optional.)</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>Amazon introduced Prime Now delivery for Whole Foods stores in Austin, Tex.; Cincinnati; Dallas; and Virginia Beach. The company said it would expand the service to the rest of the country in 2018. Inside the Austin store, Prime Now orders in brown paper bags wait on shelves and in refrigerators for drivers to come pick them up and spirit them to customers’ homes. A banner at the entrance to the store promotes the delivery service.</i></span> </blockquote>
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgMqm6Q0zD4EmtjORpPSew9PtbtMBF0yfUqg2CVWKlg1D3FbLUscMRTYpzIJiaVtDzmKuL6B__IbjGXx4KOJvwTMFLq5V6zeGpVSHJ8fQEkr9cLiSWRgd8eW8bg5RRc-vJ1osmJ/s1600/28WHOLEFOODS-1-superJumbo+home+delivery.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1067" data-original-width="1600" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgMqm6Q0zD4EmtjORpPSew9PtbtMBF0yfUqg2CVWKlg1D3FbLUscMRTYpzIJiaVtDzmKuL6B__IbjGXx4KOJvwTMFLq5V6zeGpVSHJ8fQEkr9cLiSWRgd8eW8bg5RRc-vJ1osmJ/s320/28WHOLEFOODS-1-superJumbo+home+delivery.jpg" width="320" /></a></div>
<br />
<blockquote>
<span style="color: #741b47;"><i></i><i><b>(Some) Price Cuts</b></i><i>A few days before Amazon completed its acquisition of Whole Foods, it announced a series of price cuts on grocery items, a move to change the perception of the chain as “Whole Paycheck.” It slashed the price of a dozen Organic Valley large brown eggs by 27 percent and cut the cost of a 16 ounce jar of 365 brand crunch almond butter by 13 percent. For Thanksgiving, it made turkeys cheaper, and for Valentine’s Day, it dropped the price on roses.</i><i>Still, much of the selection in Whole Foods stores still carries premium price tags. Studies by analysts have shown that overall prices on typical Whole Foods shopping expeditions have decreased only slightly. Whole Foods said there was more to come. “We’ve done quite a bit,” Brooke Buchanan, a spokeswoman for the market, said. “There’s still so much more we have planned.”</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i><b>Gadgets</b></i><i>The most conspicuous sign of Amazon’s agenda inside Whole Foods is the kiosks containing Amazon electronics that now lurk near store aisles. Not far from the Honeycrisp apples and bulk bins of granola, shoppers can now pick up an Echo, a Fire TV or a Kindle.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>In a handful of Whole Foods stores, including in Denver and Chicago, Amazon has opened big electronics stands called pop-up shops, which are staffed by Amazon employees who can answer questions about the devices. The pop-up shops, which are at dozens of shopping malls around the country, give shoppers an opportunity to try the devices in person, something they cannot do when they browse online.</i></span> </blockquote>
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEix6s80fdurquHXAPvuueve1HKggomlfZXi9bI53m_44SVqboEfr1Rfl7B0o9VOJOIz800rV_fOYW0SgjYDyRlz_J9i38xPu_6rf2sRIUgbHrYfSKyL1nI3hfm040mnvHCgvOyz/s1600/28WHOLEFOODS-7-superJumbo+gadgets.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1067" data-original-width="1600" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEix6s80fdurquHXAPvuueve1HKggomlfZXi9bI53m_44SVqboEfr1Rfl7B0o9VOJOIz800rV_fOYW0SgjYDyRlz_J9i38xPu_6rf2sRIUgbHrYfSKyL1nI3hfm040mnvHCgvOyz/s320/28WHOLEFOODS-7-superJumbo+gadgets.jpg" width="320" /></a></div>
<br />
<blockquote>
<span style="color: #741b47;"><i></i><i><b>Amazon Order Pickup</b></i><i>For years, Amazon has been installing banks of lockers inside and around supermarkets and other buildings, giving people who order items on Amazon a secure place to pick up their packages. The lockers can also be used to return items ordered on Amazon.</i><i>Since the Whole Foods deal closed, Amazon has put its lockers inside all of the chain’s stores. In some stores, the lockers are smaller and tucked among the wine and other goods. The Austin store has a huge bank of lockers near a set of escalators.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i><b>Bolstering Private Label Foods</b></i><i>So far, much of the changes have gone in one direction: injecting a little Amazon into Whole Foods. But a little Whole Foods is being added to Amazon, too.</i><i>Amazon has sought to bolster Whole Foods by making the chain’s private label products available through its various online outlets. Whole Paws, the grocer’s pet food brand, and 365 Everyday Value, its line of foods for budget shoppers, can now be purchased through Amazon.com and AmazonFresh, an existing grocery delivery service run by the internet retailer.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>Amazon even dedicated an area of its automated convenience store in Seattle, Amazon Go, to Whole Foods private label goods.</i></span></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-72867832930457669452018-02-28T08:00:00.000-05:002018-02-28T08:00:15.112-05:00<br />
<h1 class="title" style="background-color: white; border: 0px; box-sizing: border-box; font-family: Roboto, "Trebuchet MS", Arial, Helvetica, sans-serif; line-height: 70px; margin: 0px -340px 10px 0px; padding: 0px; text-rendering: geometricPrecision; text-shadow: rgba(0, 0, 0, 0) 0px 0px 8px; vertical-align: baseline;">
<span style="border: 0px; box-sizing: border-box; margin: 0px; padding: 0px; text-rendering: geometricPrecision; vertical-align: baseline;"><span style="font-size: x-large;">20 Questions for Business Leaders Part 3</span></span></h1>
<div class="featurebrand" style="background-color: white; border: 0px; box-sizing: border-box; font-family: Roboto, "Trebuchet MS", Arial, Helvetica, sans-serif; font-size: 16px; margin: 0px; padding: 0px; text-rendering: geometricPrecision; vertical-align: baseline;">
<a href="https://www.strategy-business.com/20-years" style="border: 0px; box-sizing: border-box; color: black; margin: 0px; padding: 0px; text-rendering: geometricPrecision; text-shadow: rgba(0, 0, 0, 0) 0px 0px 4px; vertical-align: baseline;"></a></div>
<h2 class="intro" style="background-color: white; border: 0px; box-sizing: border-box; font-family: Roboto, "Trebuchet MS", Arial, Helvetica, sans-serif; font-size: 17px; font-weight: normal; line-height: 24px; margin: 0px 0px 20px; padding: 0px; text-rendering: geometricPrecision; text-shadow: rgba(0, 0, 0, 0) 0px 0px 4px; vertical-align: baseline;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjpwmydTcfPKRPup6QeyWHh0HPZR0f0ovV4SGEbBKM7sI5_iQeM3oUKya1f6ColegIGxj_nnm3sOsMGjQ0km9V1xsZ84U9p1c8uM4tI1ZtObv7aRnU1WcfdrEBK0rT7Jf8dA5NT/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjpwmydTcfPKRPup6QeyWHh0HPZR0f0ovV4SGEbBKM7sI5_iQeM3oUKya1f6ColegIGxj_nnm3sOsMGjQ0km9V1xsZ84U9p1c8uM4tI1ZtObv7aRnU1WcfdrEBK0rT7Jf8dA5NT/s200/leadership.jpg" width="200" /></a><span style="border: 0px; box-sizing: border-box; margin: 0px; padding: 0px; text-rendering: geometricPrecision; vertical-align: baseline;">The entire history of management ideas can be seen as a series of answers to a few pragmatic queries.</span></h2>
<div id="byline" style="background-color: white; border: 0px; box-sizing: border-box; clear: both; font-family: Roboto, "Trebuchet MS", Arial, Helvetica, sans-serif; font-size: 12px; font-weight: bold; margin: 0px; padding: 0px; text-rendering: geometricPrecision; text-shadow: rgba(0, 0, 0, 0) 0px 0px 4px; vertical-align: baseline;">
by <a href="https://www.strategy-business.com/author?author=Art+Kleiner" style="border: 0px; box-sizing: border-box; color: black; margin: 0px; padding: 0px; text-rendering: geometricPrecision; text-shadow: rgba(0, 0, 0, 0) 0px 0px 4px; vertical-align: baseline;">Art Kleiner</a> and <a href="https://www.strategy-business.com/author?author=Nancy+A.+Nichols" style="border: 0px; box-sizing: border-box; color: black; margin: 0px; padding: 0px; text-rendering: geometricPrecision; text-shadow: rgba(0, 0, 0, 0) 0px 0px 4px; vertical-align: baseline;">Nancy A. Nichols</a></div>
<br />
https://www.strategy-business.com/feature/20-Questions-for-Business-Leaders?gko=e2585&utm_source=itw&utm_medium=20180222&utm_campaign=resp<br />
<br />
<br />
<br />
<br />
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<b><span style="font-size: 20.0pt; line-height: 107%; mso-bidi-font-size: 11.0pt;">HOW DO WE
PREPARE FOR UNCERTAINTY?<o:p></o:p></span></b></div>
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style='width:112.5pt;height:112.5pt;visibility:visible;mso-wrap-style:square'>
<v:imagedata src="file:///C:\Users\COOPER~1\AppData\Local\Temp\msohtmlclip1\01\clip_image001.jpg"
o:title="02-1_watchoutformega"/>
</v:shape><![endif]--><!--[if !vml]--><img alt="https://www.strategy-business.com/media/image/02-1_watchoutformega.jpg" height="150" src="file:///C:/Users/COOPER~1/AppData/Local/Temp/msohtmlclip1/01/clip_image001.jpg" v:shapes="Picture_x0020_1" width="150" /><!--[endif]--></span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Watch out for megatrends.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 15.75pt; margin-bottom: .25in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">All of business is affected by great sweeping
forces: demographic and social change, shifts in global economic power, rapid
urbanization, climate change and resource scarcity, and technological
breakthroughs.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Alvin and Heidi
Toffler, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Future Shock</span></i>, 1970<br />
<br />
John Naisbitt, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Megatrends</span></i>, 1982<br />
<br />
PwC, “<a href="https://www.strategy-business.com/article/00309?gko=18dd4" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">How to Seize Opportunities When
Megatrends Collide</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2015<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><br /></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><br /></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Anticipate black swans.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 15.75pt; margin-bottom: .25in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">You can’t predict or avoid impossible
calamities, but you can develop your company’s ability to cope. </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Nassim
Nicholas Taleb, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="http://www.penguinrandomhouse.com/books/176226/the-black-swan-second-edition-by-nassim-nicholas-taleb/" target="_blank"><span style="color: #477bc0;">Black Swan</span></a></span></i>,
2007</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;"><o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Invent your own
certainties.</span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 15.75pt; margin-bottom: .25in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">“The best way to predict the future is to create
it.”</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> <a href="http://amturing.acm.org/award_winners/kay_3972189.cfm" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Alan Kay</span></a>, Xerox Palo
Alto Research Center, 1971</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;"><o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Pay attention to the way
you pay attention.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">“How can I know what I think until I see what I
say?”<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Karl Weick, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="https://www.epicpeople.org/sensemaking-in-organizations/" target="_blank"><span style="color: #477bc0;">Sensemaking in Organizations</span></a></span></i>,
1995<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><!--[if gte vml 1]><v:shape id="Picture_x0020_2"
o:spid="_x0000_i1025" type="#_x0000_t75" alt="https://www.strategy-business.com/media/image/02-3_ImagineMultipleScenarios.gif"
style='width:112.5pt;height:112.5pt;visibility:visible;mso-wrap-style:square'>
<v:imagedata src="file:///C:\Users\COOPER~1\AppData\Local\Temp\msohtmlclip1\01\clip_image002.gif"
o:title="02-3_ImagineMultipleScenarios"/>
</v:shape><![endif]--><!--[if !vml]--><img alt="https://www.strategy-business.com/media/image/02-3_ImagineMultipleScenarios.gif" border="0" height="150" src="file:///C:/Users/COOPER~1/AppData/Local/Temp/msohtmlclip1/01/clip_image002.gif" v:shapes="Picture_x0020_2" width="150" /><!--[endif]--></span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Imagine multiple scenarios.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 15.75pt; margin-bottom: .25in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Explore several possible futures to raise your
awareness of the present and help you make better decisions by distinguishing
predetermined events from critical uncertainties.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Royal Dutch Shell Group
(home to Pierre Wack, Ted Newland, Arie de Geus, Peter Schwartz, and other
business thinkers), 1971; “<a href="https://www.strategy-business.com/article/8220?gko=0d07f" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">The Man Who Saw the Future</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2003<o:p></o:p></span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-48549792442394539022018-02-27T16:00:00.000-05:002018-02-27T16:00:18.585-05:00<span style="font-size: x-large;">20 Questions for Business Leaders -Part 2</span><br />
The entire history of management ideas can be seen as a series of answers to a few pragmatic queries.<br />
by Art Kleiner and Nancy A. Nichols<br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgjM15DmBzjyD8uTDG9LO-tQwC7l820egoVhGiVwNROVzVv5fUgdId3O851DYMI68mMxLYO71TrNY00Uwms1N0jfuvk9Zs6AJWC4vrIg-2S331a75sYov-lIL-OhCW7yPdB-TY2/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgjM15DmBzjyD8uTDG9LO-tQwC7l820egoVhGiVwNROVzVv5fUgdId3O851DYMI68mMxLYO71TrNY00Uwms1N0jfuvk9Zs6AJWC4vrIg-2S331a75sYov-lIL-OhCW7yPdB-TY2/s200/leadership.jpg" width="200" /></a>https://www.strategy-business.com/feature/20-Questions-for-Business-Leaders?gko=e2585&utm_source=itw&utm_medium=20180222&utm_campaign=resp<br />
<br />
An interesting article. Over the next three postings, I’ll summarize three of the questions. I urge going to the article to get a fuller picture.<br />
<br />
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<b><span style="font-size: 20.0pt; mso-bidi-font-size: 11.0pt;">WHAT DO WE KNOW ABOUT CHANGE?</span></b><b><span style="font-family: "Trebuchet MS", sans-serif; font-size: 16pt;"><o:p></o:p></span></b></div>
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alt="https://www.strategy-business.com/media/image/04-4_ChangeSmallGroups.jpg"
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<v:imagedata src="file:///C:\Users\COOPER~1\AppData\Local\Temp\msohtmlclip1\01\clip_image001.jpg"
o:title="04-4_ChangeSmallGroups"/>
</v:shape><![endif]--><!--[if !vml]--><img alt="https://www.strategy-business.com/media/image/04-4_ChangeSmallGroups.jpg" height="150" src="file:///C:/Users/COOPER~1/AppData/Local/Temp/msohtmlclip1/01/clip_image001.jpg" v:shapes="Picture_x0020_2" width="150" /><!--[endif]--></span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Change works best in small
groups.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">In small groups, people learn collective
self-awareness. </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Kurt Lewin, <a href="https://www.strategy-business.com/article/06499?gko=ee2a3" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Edith and Charles Seashore</span></a>, 1930–46</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;"><o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Your culture is your ally.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Identify and promote a
critical few people, attributes, and behaviors that point in the right new
direction. </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Jon R. Katzenbach and others, “<a href="https://www.strategy-business.com/article/11108?gko=f4e8d" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Stop Blaming Your Culture</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2011, and “<a href="https://www.strategy-business.com/article/00237?gko=f5031" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">The Critical Few</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2014<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Only the paranoid survive.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Disrupt your own success,
or someone else will. </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Andy Grove, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="http://www.penguinrandomhouse.com/books/72469/only-the-paranoid-survive-by-andrew-grove/" target="_blank"><span style="color: #477bc0;">Only the Paranoid Survive</span></a></span></i>,
1996<o:p></o:p></span></div>
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<br /></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Systems change in nonlinear
ways.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">You have leverage if you
recognize the accelerating and balancing feedback in system dynamics. Can you
ride the waves of change around you?</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> Jay Forrester, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="http://www.amazon.com/Industrial-Dynamics-Jay-Wright-Forrester/dp/1614275335" target="_blank"><span style="color: #477bc0;">Industrial Dynamics</span></a></span></i>,
1961; “<a href="https://www.strategy-business.com/article/05308?gko=35c59" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">The Prophet of Unintended
Consequences</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2005<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Changing a company is like
running a campaign.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 13.5pt; margin-bottom: .0001pt; margin-bottom: 0in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Articulate the urgency, set
goals, organize a team to lead change, win hearts and minds, and roll out the
new regime.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> John Kotter, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail" target="_blank"><span style="color: #477bc0;">Leading Change</span></a></span></i>,
1996<o:p></o:p></span></div>
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<br /></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Be agile.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Strategic responsiveness is the ability to sense
new risks and new opportunities in the business environment and to quickly
craft a response to those pressures.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 13.5pt; margin-bottom: .0001pt; margin-bottom: 0in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">USC’s Center for Effective
Organizations, “<a href="https://www.strategy-business.com/article/00188?gko=6a0ba" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">The Agility Factor</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2013<br />
<br />
PwC’s Technology Industry Advisory Practice, “<a href="https://www.strategy-business.com/article/00316?gko=9ee79" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Agility Is Within Reach</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">s+b</span></i>, 2015<o:p></o:p></span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-47410673563877864372018-02-27T11:00:00.000-05:002018-02-27T11:00:07.843-05:00<span style="font-size: x-large;">20 Questions for Business Leaders -Part 1</span><br />
The entire history of management ideas can be seen as a series of answers to a few pragmatic queries.<br />
by Art Kleiner and Nancy A. Nichols<br />
<br />
https://www.strategy-business.com/feature/20-Questions-for-Business-Leaders?gko=e2585&utm_source=itw&utm_medium=20180222&utm_campaign=resp<br />
<br />
An interesting article. Over the next three postings, I’ll summarize three of the questions. I urge going to the article to get a fuller picture.<br />
<div>
<br /></div>
<div>
<br /></div>
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<b><span style="font-size: 26.0pt; line-height: 107%; mso-bidi-font-size: 11.0pt;">HOW DO WE
WIN?<o:p></o:p></span></b></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Build your knowledge,
appear weak while growing strong, and when you’re ready, strike decisively.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">“He will win who knows when
to fight and when not to fight. He will win who knows how to handle both
superior and inferior forces. He will win who, prepared himself, waits to take
the enemy unprepared.” </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Sun Tzu, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="http://www.amazon.com/The-Art-War-Sun-Tzu/dp/1936276011" target="_blank"><span style="color: #477bc0;">The Art of War</span></a></span></i>, 500 BC<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Plan for your plans to
fail.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">The “fog of war” means that
strategists must continually contend with chance and emotion. </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Prussian
General Carl von Clausewitz, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="http://www.clausewitz.com/readings/OnWar1873/TOC.htm" target="_blank"><span style="color: #477bc0;">On War</span></a></span></i>, 1832<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Become a monopoly.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">American Telephone and Telegraph avoided
competition for 75 years by guaranteeing the U.S. government universal
telephone service in exchange for the sole right to a nationwide phone system. </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><a href="http://www.telcomhistory.org/vm/heroesVail.shtml" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Theodore Vail</span></a>, first president of AT&T (and
Alexander Graham Bell’s protégé) (1913–1982)</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;"><o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Build big
strategic-planning operations.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Hire experts — the more,
the better — put them in teams, and ask them to develop elaborate plans. It
worked for major companies in the 1960s, didn’t it? </span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"><a href="http://www.library.hbs.edu/hc/nd/intellectual-capital/kenneth-andrews-papers/" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Kenneth R. Andrews</span></a><o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Diversify.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Hedge your exposure to the
business cycle, <a href="https://www.strategy-business.com/blog/Diversify-or-Focus-The-Best-Strategies-Do-Both?gko=2daea" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">combining diverse businesses</span></a> and
relying on your own expertise to hold them together.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Gulf + Western, Hanson, ITT, Jardine Matheson, Mitsubishi, Tata
Group, and others<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Stake out a competitive
position.</span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Choose a strategy
defensible against “<a href="https://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">five forces</span></a>”:
substitution, <a href="https://www.strategy-business.com/article/10407?gko=19c25" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">competition</span></a> from established rivals, competition
from new entrants, bargaining power of suppliers, and the bargaining power of
customers.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;">Michael Porter, seminal
theorist of the positioning school of strategy and author of <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Competitive Strategy</span></i>, 1980<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: 24.75pt; margin-bottom: 3.75pt; mso-outline-level: 4; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Compete on core
competencies.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: #CCEEFF; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; vertical-align: baseline;">
<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Develop a “bundle of skills
and technologies” for an edge.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> C.K. Prahalad and Gary Hamel, “<a href="https://hbr.org/1990/05/the-core-competence-of-the-corporation" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">The Core Competence of the
Corporation</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Harvard Business Review</span></i>,
1990<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Execute excellently.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Focus your top leaders’
attention on operational prowess: Become a high-performance company.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> William
Abernathy and Robert Hayes, “<a href="https://hbr.org/2007/07/managing-our-way-to-economic-decline" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Managing Our Way to Economic
Decline</span></a>,” <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Harvard Business Review</span></i>,
1980<br />
<br />
Larry Bossidy and Ram Charan, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Execution</span></i>, 2002<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Let a thousand flowers
bloom.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Try as many options as
possible. Embrace those ventures that work, discard those that don’t, and
adjust your strategy rapidly as circumstances change.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> Henry
Mintzberg, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="http://www.mintzberg.org/books/rise-and-fall-strategic-planning" target="_blank"><span style="color: #477bc0;">The Rise and Fall of Strategic
Planning</span></a></span></i>, 1994<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Compete ruthlessly.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Make yourself stronger by
taking advantage of your competitors’ weaknesses.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> George Stalk and Rob
Lachenauer, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Hardball</span></i>, 2004<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Keep asking, “Why does the
world need this company?”</span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">Leaders become better
strategists by engaging in conversations about the purpose of the company.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> <a href="https://www.strategy-business.com/article/00163?gko=f0c49" target="_blank"><span style="border: none windowtext 1.0pt; color: #477bc0; mso-border-alt: none windowtext 0in; padding: 0in;">Cynthia Montgomery</span></a>, <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">The Strategist: Be the Leader
Your Business Needs</span></i>, 2013<o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 22.5pt;">Close the gap between
strategy and execution.<o:p></o:p></span></div>
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: 12pt;">A truly winning company is
coherent: It manages itself around a few differentiating capabilities — and
integrates them with every aspect of strategy and execution, across everything
they do.</span><span style="font-family: "Trebuchet MS", sans-serif; font-size: 9pt;"> Cesare Mainardi and Paul Leinwand, The Essential Advantage, 2011,
and <i><span style="border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;"><a href="https://hbr.org/product/strategy-that-works-how-winning-companies-close-the-strategy-to-execution-gap/13974-HBK-ENG" target="_blank"><span style="color: #477bc0;">Strategy That Works</span></a></span></i>,
forthcoming, 2016<o:p></o:p></span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-18851752644885331302018-01-22T12:00:00.000-05:002018-01-22T12:00:19.481-05:00<div class="tr_bq">
<br /></div>
<span style="font-size: x-large;">Decision making in your organization: Cutting through the clutter</span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgE_Xu-VXD5ojxRYUrCo8iKXNXGLA7rprJTgXylQrl-NQbcXpn0JWv3xqTbwbKhILwwU_rkef5x6A6YBsAzSL1Oqhv8IlNItMRtf7XBfS-tmBtwQljd58qibsLbLYsWtAy_VH6f/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgE_Xu-VXD5ojxRYUrCo8iKXNXGLA7rprJTgXylQrl-NQbcXpn0JWv3xqTbwbKhILwwU_rkef5x6A6YBsAzSL1Oqhv8IlNItMRtf7XBfS-tmBtwQljd58qibsLbLYsWtAy_VH6f/s200/process.jpg" width="200" /></a><span style="font-size: large;">At the root of any good decision is categorizing what kind of decision needs to be made, by whom, and how quickly.</span><br />
<br />
https://www.mckinsey.com/business-functions/organization/our-insights/decision-making-in-your-organization-cutting-through-the-clutter<br />
<br />
Great discussion on the process of decision making. Go to the site for a full discussion including a podcast<br />
<br />
<blockquote>
T<i><span style="color: #741b47;">he decision-making process should be a choice, where you have a level of commitment that drives action. If the commitment and action isn’t there, then something’s wrong in the decision process, itself….</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">…. The other thing that we’ve observed is some best practices around decision making are situational. For some types of decisions, those best practices work brilliantly, and for other types of decisions, they’re terrible. If you don’t apply the right best practices in the right way at the right time, you can get things that don’t work. It’s not enough to say, “I have experience, and I know what makes a good decision.” You have to say, “What am I optimizing for?” With decisions that can be quickly undone, you should take a lot more risk in making a wrong decision, because you can undo it. Decisions where the stakes are high and you can’t undo them need to be a lot more thoughtful and carefully planned</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">.... we’ve found that it’s helpful to talk about four different kinds of decisions.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">One is your classic big-bet decision, where you’re making a decision that’s going to have enormous implications for the company. It’s often not easy to undo it. It might be an acquisition or a merger. It might be a major capital investment. That’s the first type.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">The second type is a decision that isn’t actually a single decision. We call it a cross-organizational or a cross-functional decision, where many different parts of the organization are involved and there are lots of little decisions that accumulate to a larger decision. A good example of this might be something like pricing or decisions in a supply chain.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;">The third type of decision is one that can easily be delegated to a particular role—somebody who has enough knowledge to make a good decision, may interact with other people to get feedback and perspective on making the decision—but does not need to be made in a committee and does not need to be drawn out. It does not need a carefully mapped decision process.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;"><br /></span></i><i><span style="color: #741b47;"> There is a fourth type, ad hoc decisions, which are decisions that are infrequent and reasonably small and contained, where you don’t try to figure it out or map it out ahead of time. You just say, well there’s a bunch of stuff that might bubble up, and we’ll deal with it as it comes up. We’ll cross that bridge when we come to it.</span></i></blockquote>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVJe4V2RRsNqN4HoNnd-XjMJUy-RWdM25S9oyl4_V4aJqDTr0iwJgP_R3imQDntoDlprD_j0uXNAmz_dhD4HGZ0rRQa97rvZBYlRxhdm3NWh5DHLEz0BEXhau3A7dbr3Y1mDTs/s1600/Decision+Matrix.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="360" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVJe4V2RRsNqN4HoNnd-XjMJUy-RWdM25S9oyl4_V4aJqDTr0iwJgP_R3imQDntoDlprD_j0uXNAmz_dhD4HGZ0rRQa97rvZBYlRxhdm3NWh5DHLEz0BEXhau3A7dbr3Y1mDTs/s640/Decision+Matrix.jpg" width="640" /></a></div>
<br />
<blockquote>
<i><span style="color: #741b47;"></span></i><i><span style="color: #741b47;"> </span></i></blockquote>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-16191634440835228252018-01-18T11:22:00.001-05:002018-01-18T11:22:34.388-05:00<div class="tr_bq">
<span style="font-size: x-large;">Starting a Transformation? Don’t Change Everything!</span></div>
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiPYclgGJSFhyphenhyphen7tzQnu4hdBIuoJObLtLiP6733ExeSnkoLLG4A5ra27eiJ8lGu4huBW-bdPNY2rIW7Pm7SgIGyd-4ovBLbug1Ki6QKLVvOKsxLzjY4IMkNDonqsGY_XjBVI54tJ/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiPYclgGJSFhyphenhyphen7tzQnu4hdBIuoJObLtLiP6733ExeSnkoLLG4A5ra27eiJ8lGu4huBW-bdPNY2rIW7Pm7SgIGyd-4ovBLbug1Ki6QKLVvOKsxLzjY4IMkNDonqsGY_XjBVI54tJ/s200/leadership.jpg" width="200" /></a>Elizabeth Doty<br />
<br />
<span style="font-size: xx-small;">https://www.strategy-business.com/blog/Starting-a-Transformation-Dont-Change-Everything?gko=302aa&utm_source=itw&utm_medium=20180118&utm_campaign=resp</span><br />
<br />
Great perspective when faced with having to change your organization to enhance performance.<br />
<br />
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;">A</span><span style="background-color: white;">s organizations of all types — in both the public and private sectors — strive to be more agile, they reorganize more often. Executives are asked to take on new teams, merge related teams, or pivot to a new set of priorities. Such challenges can be exciting: As a leader, your mind may be buzzing with ideas, questions, and possible solutions. The pressure is on, and you are eager to put “points on the board.”</span></span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"><br /></span><span style="background-color: white;">Yet, for your team, a reorganization may involve a reset as much as a new direction. When things are in flux, people naturally tend to slow down on special initiatives — they don’t want to risk marching in the wrong direction. As new players are assigned, processes can easily become muddled, handoffs dropped, and best practices forgotten. Individuals are not yet familiar with one another’s quirks and talents, and may be feeling the loss of their former teammates.</span> </span></i></blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"></span><span style="background-color: white;">Moreover, even after you set the direction and clarify roles, your team may still hesitate until they trust that new commitments will persist over time..,.</span> </span></i></blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"> </span><span style="background-color: white;"><br /></span><span style="background-color: white;">….The trick is to recognize that your team is already in motion. In one form or another, initiatives are under way, ideas are being discussed, processes are in place, and relationships have developed. Even if your charter is to radically change course, chances are there is much that you can repurpose or redirect. By taking the time to uncover what is happening on the ground now and affirming explicitly what you want to continue, stop, or start anew, you can dramatically reduce the reset effect. To put this in practice, consider holding three types of conversation early on in your tenure with a new team.</span> </span></i></blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"></span><span style="background-color: white;">1. <b>The “team story line” conversation.</b> Although it is very tempting to focus only on the future, take some time to learn about your new team’s journey. Ask them: What have been your priorities and goals over the past year? What have you accomplished? What have been the biggest breakthroughs? Where are you focused now?... </span> </span></i></blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"></span><span style="background-color: white;">2. <b>The “new challenge” conversation</b>. This is where you share the larger opportunity or need the team is being asked to address. Get creative, and try to bring this new challenge to life as vividly and concretely as possible, building on what your team already knows and understands….. </span> </span></i></blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"></span><span style="background-color: white;">3. <b>The “realign the work” conversation.</b> Now, with shared understanding of direction, you and your new team can outline what you need to change in practice. Review your goals, roles, processes, team commitments, and the dashboard of measurements you use to track progress. Then, determine together what you need to continue, stop, or start to deliver. …</span> </span></i></blockquote>
<blockquote>
<i><span style="color: #741b47;"><span style="background-color: white;"></span><span style="background-color: white;">…..As satisfying as it is to generate your own ideas, you and your team will get to results most quickly by tapping into efforts already under way wherever possible. You may be surprised by how flexible your team is if the new focus is clearly articulated in ways that directly relate to their prior goals. For their part, team members can help new leaders by highlighting work they can leverage. For example, the senior director above eventually invited the new governor to review the current initiatives and the impact they were having, then asked his input on </span></span></i></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-53064230289156641542018-01-04T14:28:00.000-05:002018-01-04T14:28:26.028-05:00<div class="MsoNormal tr_bq" style="background: white; line-height: 34.5pt; margin-bottom: 22.5pt; mso-outline-level: 1; vertical-align: baseline;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgon5p5eA4yDRxeMyWA4zFihfs3Uaez5Ze-5RH2_18EB0BqKHfD0Hejbvx-SdVWbyCfiX05H-LWcobmm-Bv2LkYriKe_SDMVjaTFKa3XVyDUjxH7DfXOwC1Bf30prNAMYTJkd5R/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgon5p5eA4yDRxeMyWA4zFihfs3Uaez5Ze-5RH2_18EB0BqKHfD0Hejbvx-SdVWbyCfiX05H-LWcobmm-Bv2LkYriKe_SDMVjaTFKa3XVyDUjxH7DfXOwC1Bf30prNAMYTJkd5R/s200/leadership.jpg" width="200" /></a><span style="font-family: "georgia" , serif; font-size: 33pt;">How
Leaders Can Improve Their Thinking Agility<o:p></o:p></span></div>
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<a href="https://www.strategy-business.com/blog/How-Leaders-Can-Improve-Their-Thinking-Agility">https://www.strategy-business.com/blog/How-Leaders-Can-Improve-Their-Thinking-Agility</a><o:p></o:p></div>
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<span style="background: white; font-family: "trebuchet ms" , sans-serif; font-size: 8.5pt; line-height: 107%;">Jesse Sostrin is a
director at PwC’s U.S. Leadership Coaching Center of Excellence.</span><o:p></o:p></div>
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<span style="font-family: "georgia" , serif; font-size: 13pt;">Interesting insights</span></div>
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<span style="font-family: "georgia" , serif; font-size: 13pt;"><br /></span></div>
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<span style="color: #741b47;"><span style="font-family: "georgia" , serif; font-size: 13pt;"><i>Leaders
operate with near-constant deficits of time, energy, resources, and focus,
which keeps them locked in a <a href="https://www.strategy-business.com/blog/Your-Margin-of-Power" style="box-sizing: border-box; text-rendering: geometricPrecision;"><span style="border: 1pt none windowtext; padding: 0in;">perpetual state of catch-up</span></a>. This reality erodes
quality contemplation. Although there are strategies to help you react to the
urgencies of the day <a href="https://hbr.org/2017/04/how-to-act-quickly-without-sacrificing-critical-thinking" style="box-sizing: border-box; text-rendering: geometricPrecision;" target="_blank"><span style="border: 1pt none windowtext; padding: 0in;">without sacrificing <span style="box-sizing: border-box; text-rendering: geometricPrecision;">time</span> to
reflect</span></a>, the value and impact of your thoughts are not simply a
measure of minutes. Rather, they can be measured by the <span style="box-sizing: border-box; text-rendering: geometricPrecision;"><span style="border: 1pt none windowtext; padding: 0in;">thinking agility</span></span> you apply to
changing priorities and circumstances.</i></span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: #741b47;"><span style="font-family: "georgia" , serif; font-size: 13pt;"><i></i></span><span style="font-family: "georgia" , serif; font-size: 13pt;"><i>More specifically, your capacity to reflect
dynamically amid the constantly shifting work landscape is what counts most.
The strongest lever you, as a leader, have over how you manage your people,
projects, and priorities is your own thinking. Yet worry about being able to
equip a new generation of leaders with this ability is keeping a majority of
the world’s CEOs up at night…</i></span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: #741b47;"><span style="font-family: "georgia" , serif; font-size: 13pt;"><i></i></span><span style="font-family: "georgia" , serif; font-size: 13pt;"><i>…<span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">Leaders,
you can increase your thinking agility — and develop these related competencies
— by leveraging the following three strategies.</span></i></span></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: #741b47;"><span style="font-family: "georgia" , serif; font-size: 13pt;"><i><span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;"></span></i></span><i><strong><span style="border: 1pt none; font-family: "georgia" , serif; font-size: 13pt; padding: 0in;">Know your
thinking sweet spot.</span></strong><span style="font-family: "georgia" , serif; font-size: 13pt;"> The first step is to develop greater awareness of your
thinking tendencies….</span></i></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: #741b47;"><i><span style="font-family: "georgia" , serif; font-size: 13pt;"><o:p></o:p></span></i><i><strong><span style="border: 1pt none; font-family: "georgia" , serif; font-size: 13pt; padding: 0in;">Uncover your
thinking gaps.</span></strong><span style="font-family: "georgia" , serif; font-size: 13pt;"> Knowing your thinking sweet spot is crucial because we
instinctively develop habits and patterns of behavior around them. These
well-worn patterns may be the cause of our success, but as our roles evolve and
the challenges we face shift, leaders need to branch out beyond the sweet spot
and develop broader thinking skills. Filling in these thinking gaps by
exploring the domains you tend to avoid will allow you to more easily
collaborate with and influence people.</span></i></span><span style="background-color: transparent;"> </span></blockquote>
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<span style="color: #741b47;"><i><span style="font-family: "georgia" , serif; font-size: 13pt;"><o:p></o:p></span></i></span><i><strong><span style="border: 1pt none; font-family: "georgia" , serif; font-size: 13pt; padding: 0in;"><span style="color: #741b47;">As situations
change, let your thinking change too.</span></span></strong><span style="font-family: "georgia" , serif; font-size: 13pt;"><span style="color: #741b47;"> Not all
thinking is created equal, which is good because not every task requires the
same response. Once you know your thinking sweet spot, and your gaps, you can
begin to cultivate thinking diversity by considering the ideal response in a
variety of situationsnking Sweet Spot</span></span></i></blockquote>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-21994581649405818712017-12-27T15:21:00.003-05:002017-12-27T15:21:59.350-05:00<div class="tr_bq">
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<span style="font-size: x-large;">The Real Reasons Companies Are So Focused on the Short Term</span><br />
Anne Marie Knott<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheR01VCUpeiQwGCsAeM2jh8hhZ5vyes7UGX38mYLj4lbeUKN9jDj3bMSl3Le_hs06agp5pr5MGnUwWldqxeAxtYUHVau_pJ7qWWa50CQowsI7VdMK21gfvUmpTehkj73OBMz7D/s1600/leadership.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheR01VCUpeiQwGCsAeM2jh8hhZ5vyes7UGX38mYLj4lbeUKN9jDj3bMSl3Le_hs06agp5pr5MGnUwWldqxeAxtYUHVau_pJ7qWWa50CQowsI7VdMK21gfvUmpTehkj73OBMz7D/s200/leadership.jpg" width="200" /></a>https://hbr.org/2017/12/the-real-reasons-companies-are-so-focused-on-the-short-term<br />
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Quite thought provoking.<br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">We have a slight change for our April Driving Org Growth class at Kellogg because of a conflict with Easter Sunday. We will begin the class on Monday, April 2, 2018 and end on Thursday at 4:00PM.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">As this will be my last posting this year, I would like to wish all of you the best for the New Year!!</span><br />
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<i><span style="color: #741b47;">This has been a remarkable year for the markets. The S&P and the Dow indexes are up 18% and 19%, respectively. But this run-up isn’t based on solid business foundations. Quarterly profits have only increased 5% since 2012, but investors’ valuations of those profits (as measured by earnings per share) has increased 59% over the same period. What’s behind the disconnect? Some argue that profits are stagnant because of short-termism—that decades of focusing on current profits over long-run innovativeness has resulted, now, in companies that are hollowed out.</span></i> </blockquote>
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<i><span style="color: #741b47;">Indeed, a study by Rachelle Sampson and Yuan Shi found that company short-termism is negatively correlated with innovativeness, measured as RQ (“research quotient,” a measure of the return on R&D investments). Investors punish companies with a short-term orientation by applying higher discount rates to them, which increases the cost of capital for those companies. In contrast, companies with a long-term orientation are rewarded with a lower cost of capital, which allows them to afford more innovation—a virtuous cycle.</span></i> </blockquote>
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<i><span style="color: #741b47;">Most attempts to combat short-termism are flawed because they focus on changing CEO behavior through some combination of pleading and incentives. While well-intentioned, these efforts fail to recognize that CEO behavior is largely circumscribed by firm structure. In particular, there are three widespread, interrelated structural trends that have fostered short-termism and reduced corporate innovativeness: increased hiring of outside CEOs (particularly from the late 1980s through the 2008 recession); the decentralization of R&D (over a similar time frame); and a focus on the “development” side of R&D rather than the “research” side. Below, I’ll expand further on these trends and explain how reversing them would reduce short-termism and revive growth.<br />Instead of hiring outside CEOs, hire insiders—or at least CEOs with domain expertise.<br />One trend that has contributed to short-termism and lower innovativeness is the increased prevalence of outside CEOs. From 1970 to 2004, the percentage of CEOs hired from outside the firm increased from 12% to 39%.</span></i> </blockquote>
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<i><span style="color: #741b47;">While outside CEOs are valued because they bring new perspective, my colleague, Trey Cummings, and I believe they impose a hidden cost to innovation at firms whose growth derives from R&D (roughly 49% of firms). We came to this conclusion through interviews with CTOs across a range of industries, which we conducted as part of an NSF study to identify factors explaining differences in firms’ RQ.<br />A recurring theme in those interviews was bemoaning major changes in R&D strategy that occurred as a consequence of new, often outside, leadership. In these stories, firms shifted from an orientation of “R&D as a driver of growth” to “R&D as an expense.” What was reported to happen as a consequence of this shift was a steady decline in firms’ R&D intensity (R&D/Sales) and a corresponding decline in firms’ R&D capability. In other words, the new leader’s disinvestment cut meat as well as fat.<br />While the identity of the interviewed firms is confidential, it is easy to find similar examples from publicly available accounts in other firms. Consider GE during Jack Welch’s tenure, Trimble Navigation under Steve Berglund, or IBM under Lou Gerstner. In all three cases, our analysis shows, there was a decline in R&D investment followed by a decline in the returns on that investment (RQ).</span></i> </blockquote>
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<i><span style="color: #741b47;">We also know some details about how R&D strategy changed in these cases: GE shifted to strategy of divesting businesses in which they were neither number one or two in their markets (televisions, semi-conductors, and aerospace) and expanding into businesses that didn’t rely on R&D (NBC, GE capital); Trimble shifted from a strategy of developing its own technology to one of acquiring other firms for their technology; and IBM shifted to a strategy of reducing R&D while patenting the stock of existing innovation (increasing patents almost 500%). The shift in patenting policy was not to protect innovations, but rather to license them and/or to use them as chips to gain access to other firms’ technology.</span></i> </blockquote>
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<i><span style="color: #741b47;">Why do these shifts occur? We believe, and now have correlative evidence, that it’s because outside CEOs are less likely to possess the technological domain expertise necessary to drive growth from R&D. When CEOs lack this expertise, they are more likely to manage R&D “by the numbers,” despite the fact that those numbers are more elusive than those for capital and advertising. Indeed, we found that companies with outside CEOs have lower innovativeness as measured by RQ, and that those effects become more pronounced the more R&D intensive the company is and the more technologically different it is from the CEO’s prior company.</span></i> </blockquote>
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<i><span style="color: #741b47;">Note the solution is not to avoid outside CEOs. There are many reasons companies benefit from hiring an outsider, such as to effect change. Moreover, not all outside CEOs lack domain expertise (e.g., CEOs from rival firms); conversely not all inside CEOs have it (CEOs promoted from finance). Rather, the solution is to ensure that companies whose growth derives from R&D hire CEOs with technological domain expertise.<br />Instead of decentralizing R&D, recentralize it.</span></i> </blockquote>
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<i><span style="color: #741b47;">One of the changes we learned outside CEOs make is decentralizing R&D. Decentralizing is a natural consequence of managing by numbers because it shifts R&D investment decisions to divisions, where R&D investment can be more readily linked to outcomes. The problem with giving division managers control of R&D, is that their compensation is typically based on division profits (which they largely control), rather than on the company’s market value (over which they have little control).</span></i> </blockquote>
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<i><span style="color: #741b47;">The distinction between current profits and market value is important because market value takes into account future profits, so in principle it captures the long-run returns to R&D. In contrast, current profits penalize R&D, because accounting rules require R&D to be expensed. This means all R&D is subtracted from operating income in the year it’s expended, while the payoffs to R&D don’t occur until future periods. Thus the further out the fruits of R&D, the less likely operating divisions are to conduct it.</span></i> </blockquote>
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<i><span style="color: #741b47;">My research indicates that companies in which R&D is decentralized have 40 to 65% lower RQ than companies with centralized R&D. This means they generate less revenue, profit and market value per dollar of R&D. Perhaps more problematically, a study by Nick Argyres and Brian Silverman found that decentralized R&D produces innovations that have a smaller and narrower impact on subsequent innovation. </span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">Instead of over-focusing on “development,” shift the portfolio back toward “research.”<br />The logic underlying the push for decentralization and greater relevance of R&D is that R&D directed by divisions will be more responsive to what the customer wants. While responding to the customer sounds completely unobjectionable, its vulnerability is best captured in the Steve Jobs quote, “A lot of times, people don’t know what they want until you show it to them.”</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">When R&D is directed by divisions, the company fails to invest in the early stage technologies that open up new opportunity. Again, this occurs because division manager compensation is tied to division profits. So in addition to causing R&D to disproportionately favor development rather than research, it also causes R&D to be parochial to the funding division. This is because there is little incentive to conduct R&D that benefits multiple divisions.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">A real-world illustration of this parochialism comes from the “Organization 2005” initiative at Procter and Gamble (P&G). The initiative decentralized R&D in an effort to make the big company “feel small” (e.g., to provide greater managerial control and break bureaucratic inertia), as well as to more closely fit the needs of customers.<br />The result was a dramatic shift at P&G from 90% centralized control of R&D in the 1990s to 90% decentralized control of R&D by 2008. In the words of then-R&D chief Bruce Brown, making business-unit heads responsible for developing new items inadvertently slowed innovation by more closely tying research spending to immediate profit concerns. Relatedly it led to smaller, more incremental innovation. While the number of innovations doubled, the revenue per innovation decreased 50%.<br />One reason revenue per innovation decreased is that early stage research dwindled. Prior to the decentralization, P&G was known for creating entirely new product categories: first synthetic detergent (Dreft in 1933), first fluoride toothpaste (Crest 1955), and more recently: Febreeze odor fresheners (1998), Swiffer (1999) and Crest Whitestrips (2001). Following the decentralization, and the shift away from research, P&G failed to introduce a single blockbuster.</span></i> </blockquote>
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<i><span style="color: #741b47;">This is not a surprise. In a study with my colleague, Carl Vieregger, we found that across the five most common configurations of R&D allocation, the configuration with the highest RQ allocates twice as much of its total R&D investment to basic and applied research than does the average company.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">While a long horizon is necessary for innovation and growth of companies (as well as the economy), a call to resist the forces of short-termism is unlikely to yield results. This is because short-termism is now built into company structure, due to the rise in outside CEOs, a trend toward decentralized R&D, and a move away from basic research. Each of these trends on its own is associated with lower RQ. Moreover the trends are interrelated: Outside CEOs tend to decentralize R&D, and decentralization tends to decrease basic research.</span></i> </blockquote>
<blockquote>
<i><span style="color: #741b47;">But fortunately, these trends can be reversed. Boards in firms whose growth derives from R&D can begin taking domain expertise into account when hiring CEOs. Further, firms can begin recentralizing R&D, and increasing the levels of basic and applied research. Prudently applying these prescriptions should increase a company’s RQ, and accordingly its revenues, profits, and market value from R&D. This will generate fundamental growth of firms, rather than merely growth in their valuations.</span></i></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-20636865617021539972017-12-12T10:28:00.000-05:002017-12-12T10:28:06.522-05:00<div class="tr_bq">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgG9_AfAukIqSLkvj4mMb5nBVDM3SMHjVJRvwpm4aCHsixjS1NPW1QBlP78NAPCVU6WqscboJDzIiXYtsTQUuoHkgRaVMF-jaYa6cvJEreV0ylDtsUyT1sK8wUuuyertLILqaW6/s1600/process.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgG9_AfAukIqSLkvj4mMb5nBVDM3SMHjVJRvwpm4aCHsixjS1NPW1QBlP78NAPCVU6WqscboJDzIiXYtsTQUuoHkgRaVMF-jaYa6cvJEreV0ylDtsUyT1sK8wUuuyertLILqaW6/s200/process.jpg" width="200" /></a><b><span style="font-size: large;">The Fallacy of The Next Big Thing</span></b></div>
https://medium.com/@kumarmehta_16246/the-fallacy-of-the-next-big-thing-2db25e969f58<br />
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I thought this was pretty interesting.<br />
<br />
<b><span style="font-size: large;"><i>Just want to announce that our next Org Growth class at Kellogg is scheduled for April 2 to the 6th. In case you were unaware, the class was extended for a full day which enabled us to add two additional, critical discussions-- how to most effectively build the new Capability Platform from acquisitions to alliances AND a more in depth discussion on on decision biases that are critical to understand in any process or endeavor. The ratings are through the roof for the program.</i></span></b><br />
<blockquote>
<span style="color: #741b47;"><i>Every company is continually looking for the next big thing. I can’t count the number of times I have heard executives say something along the lines of “I want to know what’s going to be the next iPhone before it becomes the next iPhone.” Corporations are looking for someone to tell them what trends and products are going to be the big hits. Once they know what the next big thing is (ideally, before everyone else knows about it), they can invest early, create a dominant presence, and reap the rewards. Simple.</i><i><br /></i><i>Unfortunately, it does not work that way. While my research on innovation has revealed some distinct factors necessary to create breakthrough offerings, it also highlighted some of the misconceptions and fallacies that impede corporations as they try to become more innovative. One of the prime misconceptions in the corporate world today is that companies must continually quest for the next big thing.</i></span> </blockquote>
<blockquote>
<span style="color: #741b47;"><i></i><i>There are three problems with looking for the next big thing. They are, in order, (1) next, (2) big, and (3) thing.</i><i><br /></i><b><span style="font-size: large;"><i>Next</i></span></b><i>Rarely do innovations and trends take the world by surprise. One of the consistent themes in the history of innovation is the concept of slow burn, or a slow evolution. Most industry trends are visible and provide clues about the next breakthrough. …</i><i>Most innovations in history have had a slow evolution process. Things move slowly, but not because they have to; rather, it is because people often don’t see the value in what is being developed and don’t adopt the innovations…</i><i>..In the technology industry, where I spent the majority of my career, the trends have always been clear. They were the PC, the Internet, mobile devices, the smartphone, and the cloud. Today the trends include AI, machine learning, and other developments. The innovators were the ones who rode these trends to create fantastic products that customers embraced. They created business models that produced gravity-defying profits, and ecosystems that built a generation of entry barriers. Microsoft did not create the first computer operating system. Google did not create the first search engine. Facebook did not create the first social platform. Apple did not create the first portable music player or the first smartphone. None of these trends were a secret; they were available to everyone to build societal value. None of these companies were first to market; instead they did it better or engaged their users in better ways..</i><b><span style="font-size: large;"><i>Big</i></span></b><i>The second fallacy of the continual search for the next big thing is “big.” Looking at the history of innovations, rarely does something become big right from the start, and rarely does the innovator know that what they are developing is going to change the world. Few world-changing innovations started with a view to change the world. Few billion-dollar businesses started with a view to earn a billion dollars. The one thing they had in common was that they altered customer experience through a unique approach and, in the process, created an immense amount of value for their users.</i><i>As we know now, Google became big — very big. The “big” happened not by executing a plan to build a world-changing company but by providing a big improvement to the experience of users — a large experience delta, the difference between the current experience and the new one. The business model (based on advertising revenues) that created over half a trillion dollars of market value was not part of a grand plan, but as the company increased its value to society, society figured out a way to reward the company….</i><i>.</i><i>…In looking for the next billion-dollar opportunity, corporations spend countless hours doing strategic planning and modeling how their new initiatives will generate massive financial returns... .l. These plans rarely focus on customer experiences, because these are nebulous, or on products that inspire customers on a small scale, because although these small changes might add up to enormous changes for society as a whole, they don’t visibly move the corporate needle…</i><i>..Worse yet, inspiring ideas and innovations that could be breakthroughs often get shoved aside (like the first digital camera developed at Kodak) because they don’t fit with the existing business model or have a billion-dollar plan….</i><i>..So keep in mind that the big opportunity you are chasing may actually appear as something quite small. The key is to learn to recognize the opportunities that alter experiences and to understand and articulate how these customer experiences are transformed. Once you can do this, even at a small scale, the chances are high you’ll find the right opportunities that will evolve into the big game changers we are all looking for.</i><b><span style="font-size: large;"><i>Thing</i></span></b><i>The third flaw in the relentless search for the next big thing is the “thing.” My research has shown that there are two main problems with this. The first is that an innovation is often not a physical thing — a product. The second misleading aspect of “thing” is that the value of the innovation is often not in the thing that is being developed; the real value is in how an invention is supported — something I call the “thing behind the thing.” Let me explain both of these misconceptions.</i><i>The thing is not a thing</i><i>.</i><i>.</i><i>…..companies have always enjoyed unparalleled success not by selling things but by providing value in other ways. Innovation can come in many forms, and even if you are a product company, it would be wise not to think about innovation as solely the creation of new products.</i><i><br /></i><b><i>The thing behind the thing</i></b><i>The second issue with focusing on the thing is that the invention we think of as being the innovation is often not the main creation — it is something else. Sometimes, the key to the success of an innovation is an entire system of supporting developments. These supporting developments are the thing behind the thing, essential elements without which there wouldn’t be an innovation. For example, everybody thinks of the wheel as one of the greatest inventions of all time, enabling the first information and commerce highway in history. When you study the invention of the wheel, you learn that creating the wheel was the easy part; the hard part was connecting it to a stable platform. The true innovation was in the development of the axle, and it was the combination of the wheel and the axle that allowed the wheel to have a transformative effect on society. The axle was the thing behind the thing….</i><b><i>.</i></b><i><b>How to think about innovation in light of the next-big-thing fallacy</b>….</i><i>.</i><i>Given the fallacies about the next big thing, your company should take a new approach when thinking about innovation. To start with, you need to have a deep-seated understanding of the trends in your business and of new developments that are being worked on within your own organization, other companies in your sector, and other sectors.. .</i><i>…You will also need to experiment more and increase the number of new bets you make. Your rate of success will increase once you have a culture of innovation — when launching new offerings to customers is part of your company’s DNA. Not all the new bets will have breakthrough success, but if you get in the habit of launching offerings geared toward transforming customer experiences, the rate of innovation will increase.</i><i>Finally, don’t think about new product introduction as the only way to innovate. Think about all the other forces that can make your product more successful. Think of the things behind the thing. Think of ancillary benefits that can provide insanely high customer value and make an existing product irresistible. .</i></span></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-31133866167710058912017-12-04T08:00:00.000-05:002017-12-04T08:00:23.176-05:00<br />
<span style="font-size: x-large;">How Coca-Cola, Netflix, and Amazon Learn from Failure</span><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjB13T3o8GqywT3fI46lVxO7R4hkP7v0FBbcQFwf56aatCTr2Kv75rMNdtqd7VHgOnVbzpiUdUKmAE0eA6SzoEdMqDb1LS1HUKIf0NyKmujEYq3NDJ-ZIxYKBKnxEk5MVfe1Q7y/s1600/coorate_climate.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjB13T3o8GqywT3fI46lVxO7R4hkP7v0FBbcQFwf56aatCTr2Kv75rMNdtqd7VHgOnVbzpiUdUKmAE0eA6SzoEdMqDb1LS1HUKIf0NyKmujEYq3NDJ-ZIxYKBKnxEk5MVfe1Q7y/s200/coorate_climate.jpg" width="200" /></a>Bill Taylor<br />
<span style="font-size: xx-small;">NOVEMBER 10, 2017</span><br />
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<span style="font-size: xx-small;">https://hbr.org/2017/11/how-coca-cola-netflix-and-amazon-learn-from-failure</span><br />
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Thoughts on failure well captured<br />
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<i><span style="color: #741b47;">Why, all of a sudden, are so many successful business leaders urging their companies and colleagues to make more mistakes and embrace more failures?</span></i> </blockquote>
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<i><span style="color: #741b47;">In May, right after he became CEO of Coca-Cola Co., James Quincey called upon rank-and-file managers to get beyond the fear of failure that had dogged the company since the “New Coke” fiasco of so many years ago. “If we’re not making mistakes,” he insisted, “we’re not trying hard enough.”</span></i> </blockquote>
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<i><span style="color: #741b47;">In June, even as his company was enjoying unparalleled success with its subscribers, Netflix CEO Reed Hastings worried that his fabulously valuable streaming service had too many hit shows and was canceling too few new shows. “Our hit ratio is too high right now,” he told a technology conference. “We have to take more risk…to try more crazy things…we should have a higher cancel rate overall.”</span></i> </blockquote>
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<i><span style="color: #741b47;">Even Amazon CEO Jeff Bezos, arguably the most successful entrepreneur in the world, makes the case as directly as he can that his company’s growth and innovation is built on its failures. “If you’re going to take bold bets, they’re going to be experiments,” he explained shortly after Amazon bought Whole Foods. “And if they’re experiments, you don’t know ahead of time if they’re going to work. Experiments are by their very nature prone to failure. But a few big successes compensate for dozens and dozens of things that didn’t work.”</span></i> </blockquote>
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<i><span style="color: #741b47;">The message from these CEOs is as easy to understand as it is hard for most of us to put into practice. I can’t tell you how many business leaders I meet, how many organizations I visit, that espouse the virtues of innovation and creativity. Yet so many of these same leaders and organizations live in fear of mistakes, missteps, and disappointments — which is why they have so little innovation and creativity.<b> If you’re not prepared to fail, you’re not prepared to learn</b>. And unless people and organizations manage to keep learning as fast as the world is changing, they’ll never keep growing and evolving.</span></i> </blockquote>
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<i><span style="color: #741b47;">So what’s the right way to be wrong? Are there techniques that allow organizations and individuals to embrace the necessary connection between small failures and big successes? Smith College, the all-women’s school in western Massachusetts, has created a program called “Failing Well” to teach its students what all of us could stand to learn. <b>“What we’re trying to teach is that failure is not a bug of learning it’s the feature,”</b> explained Rachel Simmons, who runs the initiative, in a recent New York Times article. Indeed, when students enroll in her program, they receive a Certificate of Failure that declares they are “hereby authorized to screw up, bomb, or fail” at a relationship, a project, a test, or any other initiative that seems hugely important and “still be a totally worthy, utterly excellent human being.” Students who are prepared to handle failure are less fragile and more daring than those who expect perfection and flawless performance.</span></i> </blockquote>
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<i><span style="color: #741b47;">That’s a lesson worth applying to business as well. Patrick Doyle, CEO of Domino’s Pizza since 2010, has had one of the most successful seven-year runs of any business leader in any field. But all of his company’s triumphs, he insists, are based on its willingness to face up to the likelihood of mistakes and missteps. In a presentation to other CEOs, Doyle described two great challenges that stand in the way of companies and individuals being more honest about failure. The first challenge, he says, is what he calls <b>“omission bias” </b>— the reality that most people with a new idea choose not to pursue the idea because if they try something and it doesn’t work, the setback might damage their career. The second challenge is to overcome what he calls <b>“loss aversion”</b> — the tendency for people to play not to lose rather than play to win, because for most of us, “The pain of loss is double the pleasure of winning.”</span></i> </blockquote>
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<i><span style="color: #741b47;">Creating “the permission to fail is energizing,” Doyle explains, and a necessary condition for success — which is why he titled his presentation, with apologies to the movie Apollo 13, “Failure Is an Option.” And that may be the most important lesson of all. Just ask Reed Hastings, Jeff Bezos, or the new CEO of Coca-Cola: There is no learning without failing, there are no successes without setbacks.</span></i></blockquote>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-31247814.post-19343862533596026292017-11-30T08:00:00.000-05:002017-11-30T08:00:17.673-05:00<span style="font-size: x-large;">Changing Company Culture Requires a Movement, Not a Mandate</span><br />
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<span style="font-size: x-large;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-beUwmNXP7DjJXcn_HoYjLfk8-o9crVXbmZ6M_XsdgZQ5nByKB0hK_73_7EMa2DPYVtx6yBWF87Yfv_ArV4ECQ7UijuLlyL0oNlBS1KFvA8OsEe0cFCVkO99wMk1bf0KlDqT3/s1600/coorate_climate.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="222" data-original-width="233" height="190" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-beUwmNXP7DjJXcn_HoYjLfk8-o9crVXbmZ6M_XsdgZQ5nByKB0hK_73_7EMa2DPYVtx6yBWF87Yfv_ArV4ECQ7UijuLlyL0oNlBS1KFvA8OsEe0cFCVkO99wMk1bf0KlDqT3/s200/coorate_climate.jpg" width="200" /></a></span></div>
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•<span style="white-space: pre;"> </span>Bryan Walker<br />
•<span style="white-space: pre;"> </span>Sarah A. Soule<br />
<span style="font-size: xx-small;">https://hbr.org/2017/06/changing-company-culture-requires-a-movement-not-a-mandate</span><br />
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Just a fabulous, thought provoking article<br />
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<i><span style="color: #741b47;">Culture is like the wind. It is invisible, yet its effect can be seen and felt. When it is blowing in your direction, it makes for smooth sailing. When it is blowing against you, everything is more difficult.</span></i> </blockquote>
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<i><span style="color: #741b47;">For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. Innovation demands new behaviors from leaders and employees that are often antithetical to corporate cultures, which are historically focused on operational excellence and efficiency.<br />But culture change can’t be achieved through top-down mandate. It lives in the collective hearts and habits of people and their shared perception of “how things are done around here.” Someone with authority can demand compliance, but they can’t dictate optimism, trust, conviction, or creativity.</span></i> </blockquote>
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<i><span style="color: #741b47;"><b>What Does a Movement Look Like?</b><br />We often think of movements as starting with a call to action. But movement research suggests that they actually start with emotion — a diffuse dissatisfaction with the status quo and a broad sense that the current institutions and power structures of the society will not address the problem. This brewing discontent turns into a movement when a voice arises that provides a positive vision and a path forward that’s within the power of the crowd.</span></i> </blockquote>
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<i><span style="color: #741b47;">What’s more, social movements typically start small. They begin with a group of passionate enthusiasts who deliver a few modest wins. While these wins are small, they’re powerful in demonstrating efficacy to nonparticipants, and they help the movement gain steam. The movement really gathers force and scale once this group successfully co-opts existing networks and influencers. Eventually, in successful movements, leaders leverage their momentum and influence to institutionalize the change in the formal power structures and rules of society.</span></i> </blockquote>
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<i><span style="color: #741b47;"><b>Practices for Leading a Cultural Movement</b><br /><u>Frame the issue.</u> Successful leaders of movements are often masters of framing situations in terms that stir emotion and incite action. Framing can also apply social pressure to conform. For example, “Secondhand smoking kills. So shame on you for smoking around others.”</span></i> </blockquote>
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<i><span style="color: #741b47;">In terms of organizational culture change, simply explaining the need for change won’t cut it. Creating a sense of urgency is helpful, but can be short-lived. To harness people’s full, lasting commitment, they must feel a deep desire, and even responsibility, to change. A leader can do this by framing change within the organization’s purpose — the “why we exist” question…..</span></i> </blockquote>
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<i><span style="color: #741b47;">…<u>Demonstrate quick wins. </u>Movement makers are very good at recognizing the power of celebrating small wins. Research has shown that demonstrating efficacy is one way that movements bring in people who are sympathetic but not yet mobilized to join.<br />When it comes to organizational culture change, leaders too often fall into the trap of declaring the culture shifts they hope to see. Instead, they need to spotlight examples of actions they hope to see more of within the culture. Sometimes, these examples already exist within the culture, but at a limited scale. Other times, they need to be created…. </span></i> </blockquote>
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<i><span style="color: #741b47;">…<u>Harness networks</u>. Effective movement makers are extremely good at building coalitions, bridging disparate groups to form a larger and more diverse network that shares a common purpose. And effective movement makers know how to activate existing networks for their purposes…..</span></i> </blockquote>
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<i><span style="color: #741b47;"><u>Create safe havens</u>….<br />…The dominant culture and structure of today’s organizations are perfectly designed to produce their current behaviors and outcomes, regardless of whether those outcomes are the ones you want. If your hope is for individuals to act differently, it helps to change their surrounding conditions to be more supportive of the new behaviors, particularly when they are antithetical to the dominant culture. Outposts and labs are often built as new environments that serve as a microcosm for change.</span></i> </blockquote>
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<i><span style="color: #741b47;"><u>Embrace symbols.</u> Movement makers are experts at constructing and deploying symbols and costumes that simultaneously create a feeling of solidarity and demarcate who they are and what they stand for to the outside world. Symbols and costumes of solidarity help define the boundary between “us” and “them” for movements. These symbols can be as simple as a T-shirt, bumper sticker, or button supporting a general cause, or as elaborate as the giant puppets we often see used in protest events.</span></i> </blockquote>
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<i><span style="color: #741b47;"><b>The Challenge to Leadership</b><br />Unlike a movement maker, an enterprise leader is often in a position of authority. They can mandate changes to the organization — and at times they should. However, when it comes to culture change, they should do so sparingly. It’s easy to overuse one’s authority in the hopes of accelerating transformation.</span></i> </blockquote>
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<i><span style="color: #741b47;">It’s also easy for an enterprise leader to shy away from organizational friction. Harmony is generally a preferred state, after all. And the success of an organizational transition is often judged by its seamlessness.</span></i> </blockquote>
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<i><span style="color: #741b47;">In a movements-based approach to change, a moderate amount of friction is positive. A complete absence of friction probably means that little is actually changing. Look for the places where the movement faces resistance and experiences friction. They often indicate where the dominant organizational design and culture may need to evolve.</span></i> </blockquote>
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<i><span style="color: #741b47;">And remember that culture change only happens when people take action. So start there. While articulating a mission and changing company structures are important, it’s often a more successful approach to tackle those sorts of issues after you’ve been able to show people the change you want to see.<br /><br /><br /><br /><br /></span></i></blockquote>
<br />Unknownnoreply@blogger.com0