organisational change

Agile Planning

The last IBM Global CEO Study ('The Enterprise Of The Future') interviewed 1,130 CEO's in 45 countries and 32 industries. It found that organisations felt bombarded by change, and that many are struggling to keep up. Eight out of ten CEOs saw significant change ahead, and yet the gap between the expected level of change and the ability to manage it had almost tripled since the previous study in 2006. An inability to cope with the pace of change. That's pretty serious.

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Innovative Innovation

Guest Post by: Denise Lee Yohn

A few weeks ago, Forbes ran an article ( entitled, “Innovation Beyond Apple.” The piece de-briefed a discussion among executives from a range of consumer goods companies including HSN, Mattel, and Chrysalis, an incubator company for emerging brands. It challenged readers to think about innovation differently, and many of the points resonated with me.

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Tweeting at the Speed of Scale

Originally posted on the Collaboratory
From a holistic perspective, we talk about the need for organizations to become more socially calibrated—able to adapt and respond to changes both externally and internally. The three areas where emergent outcomes can manifest are, participation with your customers, collaboration between your employees and optimization in the interactions/transactions between your business and its partners. Digging into customer participation, it’s clear that in a networked economy customers demand engagement, information, support and ultimately, value and ecosystems such as Twitter are beginning to deliver here.

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Is the Hub and Spoke Model Adaptable?

We've been doing a bit of thinking on how organizations can re-design themselves as social systems which produce emergent outcomes—that is, results which move business forward and tend to emerge in an organic fashion. Twitter's growth due to end user innovation, an open API, and other drivers are an example of this.

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From Social Media to Social Business Design

We are now seeing conferences dedicated solely to Twitter—the latest was Jeff Pulver's 140Char held in NYC. Like many others who were not at the event, I was able to attend virtually through following tweets. After a while I thought to myself—wait a minute, we're still just talking about "social media" in silos. What about the bigger picture? And what do you ask is the big picture?

Great question.

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Stop Managing

by: Sigurd Rinde

If you like the occasional blinding flash of the obvious there's a book out - Management rewired: Why feedback doesn't work and other surprising lessons from the latest brain science by Charles S. Jacobs.

Basically takeaway is that the annual performance review is for the birds, and boss pressure is of dubious value.

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The People Side of Customer Centricity

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Toxic Assumptions

Change, as we know, is a constant. But right now it feels like the change that is with all of us is both constant and all consuming. And often necessary. The hunger for a deeper understanding of how best to deal with massive change is tangible. I went to a seminar on the subject yesterday and you could almost feel it the room. Perhaps because the change that many organisations are faced with right now is more fundamental than simple behavioural change and is more like a cultural metamorphosis. Which is more about how people feel and think, the values they hold, what they believe.

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5 CMO Steps to Customer-Centricity

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