Organizational Change Management Strategies


To some extent, looking at change in organizations is a little bit like looking at the moon. In each case there is an overt or light side which is known and clearly visible to us. Then there is a covert or shadow side that we know exists even though we cannot see it from where we are standing. In the context of change, we have simply suggested that coherent change management strategies can and should be developed which take the whole picture into account as much as possible. And, this investment in change planning will make the change easier to handle for all concerned.

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Three Personality Types That Can Harm Your Business


Jane Porter, freelance journalist, has written an excellent article featured in the Entrepreneur about personality types and the impact of their presence to the organization. She identifies three personality types to avoid:
1. The Narcissist.
2. The Social Loafer.
3. The Hyper-Emotional Hire.
And provides clues to how to spot them.

Link to the full article:

How to Identify New Business Models


The December 2011 edition of MIT Sloan Management Review has a very interesting article on how to identify new business models and describes a process for doing so.

The leading question the authors set out to answer is: How can your company explore business model innovation? Their findings were:

• Create a template that allows you to examine alternative answers to key business model questions.
• Use the template to systematically consider alternative approaches to value creation.
• Be clear upfront about what you don’t want to change about the way you do business.


The Innovation Process


The innovation process, in the business context, is a structured action that is remarkably easy to implement. It begins with a problem and ends with profit. As such, it is the ideal business process. So it is remarkable that so few businesses have actually implemented this structured innovation process. Fortunately, all you have to do is read this and implement it in your firm!


Eight Stupid Things Managers Do To Mess Up Their Companies

Excellent comment by Matthew E. Way:

“In a business climate where only the best companies survive and thrive, one thing is clear: you must avoid the stupid stuff. You must eliminate the things that leave customers and employees scratching their heads, frustrated and mystified. According to Smith, the following eight things are the typical barriers to desirable attributes of growth, efficiency, simplicity, and profitability.
  1. Avoiding Controversy. Controversial ideas exist and are left unresolved because dealing with them would cause too much disruption. Politics, personalities, alliances and appearances all contribute to making ideas controversial.
  2. Using Time Poorly. Even in organizations where people are very busy and long days are the norm, employees use their time very badly. There are three aspects to this barrier: the lack of time, the use of time and the value of time.
  3. Resisting Change. The most human and pervasive of the eight barriers, this involves resisting the impulse to remain creatures of habit and complacency. People fear change because it is about the unknown.
  4. Erecting Organizational Silos. These silos, or departments, within an company are necessary evils, providing structure and accountability, but at the same time preventing the flow of information, focus, and control outward.
  5. Committing Ideacide. Many good ideas are shot down not for perceived lack of merit but because a manager feels threatened by the idea in some way. Employees are generally powerless in these situations. The result? Employees are frustrated and good ideas are never put to the test.
  6. Making Decisions on Bad Data and Assumptions. Information can be incorrect, outdated, or difficult to obtain. Assumptions are made when data doesn’t exist or hasn’t been calculated. Decisions made using bad assumptions or incorrect information will always yield poor results.
  7. Ignoring Size, Scale, and Scope. A great challenge for many companies is managing the economies related to smaller and less profitable customers or transactions. Companies ignore or don’t think about the potential impact of even simple size-based changes in the way they conduct business.
  8. Ignoring Process. Existing processes can prevent great ideas from being implemented even if people are advocating for change. The problem is that there is no process to change processes. The issues that need to be solved often aren’t complex, but resolving them without a process in place to do so can be very complex.

Smith says that he’s never worked with a company that didn’t have all eight barriers present. Which raises the obvious question: Why is that?”


Global Innovation Index 2012: Denmark drops to 7th place


INSEAD has just made public this year’s Global Innovation Index 2012, where one can alarming read how Denmark has dropped from 6th to 7th place. A ranking, which usually should not be alarming by itself; however, when you read how Denmark is one of the 15 economies in the sample with scores going down on all four indices, this become a reason for concern.

Link to the full article