organisational change

The Biggest Saboteur of Corporate Transformation

Guest Post by: Laszlo Kövari

It’s a cliche that organizations and people resist change. This cliche is nicely embedded into change management initiatives to “manage resistance” – although way less frequently than you may think. When it happens it is done politely, in a civilized way, usually by cheerful facilitators.

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The Most Important Feature Lacking in ERP Systems Is the Kill Switch. If You Want Innovation to Happen Fast, Look for That Switch.

Innovation happening in different sectors, such as advanced technology, government, social enterprise, multi-national corporations and non-profits is exciting.


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Get Rid of the Calendar, and the Watch too

Post by: Sigurd Rinde

Those are leftovers from the industrial age and the biggest impediment to an effective society.

Before I hear the protest I can just as well agree that sometimes it's needed; like when I'm to meet somebody for a spot of lunch, or when an airplane or train operating company wants to ferry me and 120 other people at the same time, in the same contraption from A to B. Then exact time, and location, is useful.

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So You Want To Be Customer-centric?

On the face of it, customer-centricity is easy.  All you need to do is figure out what your customers need, and give it to them.  But anyone who's attempted to make his business act on the voice of the customer knows better.  Silos, policies and KPI's get in the way.

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Ollie Nørsterud Gardener on Creating Originals through Enterprise Learning

Can social networks be environments for real learning? What would happen if you tried to mash up social networking and knowledge management with a human-centred approach to how people learn and develop in organisations?

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We Need to Rethink How We View Creativity

In a world of new economics, perpetual change, and reduced latency, it goes without saying how important creativity is right now to every organisation on the planet. IBM's survey of 1,500 global CEO's identified creativity as the number one 'leadership competency' of the future. When we think of creativity at an individual level we think of moments of inspiration, big ideas, free-flowing associations, uninhibited thinking.

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Innovating at Scale in a Successful Company: What Microsoft Could Learn from Lotus

One of the most challenging things for a large successful organizations is to create an innovation large enough to make a difference. When a company’s on the brink of death, they will entertain many radical alternatives, but economic health is the enemy of change — which is one of Microsoft’s great problems.

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What I Learned from Prahalad

Late last month the business world suffered a tremendous loss with the passing of C.K. Prahalad. Harvard Business Review is not exaggerating when it calls Prahalad, one of the world’s “wisest and most influential management thinkers.” I “discovered” Prahalad during my time at Sony, when my primary responsibilities transitioned from working on discrete projects and deliverables to transforming the organization, its culture, and its operations.

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Industry Reboot

The folks at Booz & Company published two articles a year apart but they are extremely relevant to each other. One describes six industries needing transformation; the other outlines one that’s already initiated a reboot. From both, we gain valuable insights about the why, what, and how of business transformation.

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The Quiet Revolution

"We have to stop putting sand where we need oil, sugar where

we need petrol." JP Rangaswami

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