Tag: Change

Posted on by simongterry in Change, Uncategorized

It was not because it was proposed to establish a new nation, but because it was proposed to establish a nation on new principles, that July 4, 1776, has come to be regarded as one of the greatest days in history. Great ideas do not burst upon the world unannounced. They are reached by a gradual development over a length of time usually proportionate to their importance. This is especially true of the principles laid down in the Declaration of Independence. Three very definite propositions were set out in its preamble regarding the nature of mankind and therefore of government. These were the doctrine that all men are created equal, that they are endowed with certain inalienable rights, and that therefore the source of the just powers of government must be derived from the consent of the governed.

– Pres. Calvin Coolidge speaking on the 150th anniversary of the Declaration of Independence

http://teachingamericanhistory.org/library/document/speech-on-the-occasion-of-the-one-hundred-and-fiftieth-anniversary-of-the-declaration-of-independence/

Corporate power is changing fast

Posted on by simongterry in Change, Leadership

Every system is perfectly designed to get the results it gets – Dr Paul Batalden

Moises Naim has written a book, The End of Power , in which he highlights that three trends are weakening traditional political power relationships in a range of political domains from sovereign states to other organisations:
– more: more people, information, resources, activity, etc
– mobility: unprecedented mobility
– mentality: new mindsets and expectations driven from new values and expectations

These three factors are also likely to drive dramatic power relationship changes inside corporations in coming years. Corporate politics is just human politics writ small. More than ever employees, customers, suppliers and communities are leveraging these three trends to challenge hierarchical models of power that trace back to the founding of modern corporate structures.

Social media internally and externally connects more and more people and supplies an escalating volume of information. The edicts of senior managers no longer stand alone. Consumers, partners and employees may well be better connected and have more information on what’s going on than the executive decision maker.

The Internet has accelerated the ability of customers and employees to be more mobile and to engage in new relationships with a corporation. Alternatives are now much more easily found and individuals have greater power to make their own choices or even solutions to needs. Voice is an increasing option where once the dissatisfied had only exit to choose.

These trends will only accelerate the already shifting values and expectations in employee careers and consumer purchase decisions. The employee and consumer expectations of a two-way & values-based relationship is likely to increase. Organisations and leaders will find themselves more accountable for their own rhetoric.

Leaders need to recognize these changes and begin to adapt to new models of leadership. Many leaders bemoan the limits of their status and hierarchical power today. The traditional ability to order technical change is simply less effective in complex adaptive situations. The trends that Moises Naim identifies are only likely to increase the number challenges corporate leaders face that exhibit these characteristics. We all need to start learning new ways now of adjusting to new leadership styles that are more two-way, more adaptive and based more in the strength of authority, not role. The rewards of these new models will come in purpose, engagement and the ability of enabled employees, consumers and partners to innovate.

The leaders who adapt first to these changes will hold distinct advantages over those who cling to traditional models of leadership. Which would you rather have a begrudging captive or a loyal follower?

Speak up

Posted on by simongterry in Change, Innovation

So is ignorance an impediment to progress or a precondition for it? In a recent New Yorker article Malcolm Gladwell discusses Albert O. Hirschman’s work on how creativity can be driven from our efforts to recover from ignorance

Many entrepreneurs strike us as remarkably naive. They dared to act whether others saw only risk.

Hirschman wrote the book Exit, Voice & Loyalty, that I read in a long ago economics degree. I would recommend Hirschman’s book to anyone as it is short, an easy read and amazingly insightful as is discusses the choices of consumers, community and employees to agree, exit or speak up.

That book was a revelation to me because it helped me to clarify that there was a powerful path between acceptance and refusal. There is another path between buying or selling. You don’t have to choose only to stay or exit. You can also speak up for change. Usually it is only when people speak up that the system is able to understand the meaning of the otherwise silent & often missed exits.

Reading Exit Voice and Loyalty led me to the opinion that it is usually better to make your first choice to find some way to speak up or make change happen from within the system. There are only so many opportunities for exit or acquiescence. At some point, we all need to shape things in our world. We can all do this more.

Speaking up gives others the chance to respond to your needs or concerns. Speaking up defines the unnoticed issues. Speaking up is not without risk and conflict. In many cases, it demands the creativity or the naïveté of the entrepreneur to safely make your point and generate change.

In an age of technology to enable collaboration and social interaction, we all need to accept that more connected consumers, communities and employees have many more means to express their views. As voice moves from rare to common, these stakeholders will increasingly prefer voice to slipping quietly away.

We should hope that voice is the growing preference too. After all, losing the support of others is a form of feedback, but not particularly useful feedback.

Speak up and encourage others to speak up too.

Dent the Universe? You have

Posted on by simongterry in Change, Leadership

What we observe is not nature itself, but nature exposed to our method of questioning. – Wener Heisenberg

I meet a lot of enthusiastic people who have ambitions to change some part of their world. They want to put ‘a dent the universe’. The energy and passion that comes from people who embrace change and a desire to make things better is extraordinary. I would happily spend all day listening to these people describe their passions for a better world.

But just talking about passion doesn’t make change. Right?

Many of the people think they are stuck at the first hurdle. They want to create change but they question whether they have the capability, whether they have the opportunity or influence and what it will mean for life and careers. Most of all they grapple with the issue of ‘why me?’.

In almost every case, I find the person has missed a key point. It has to be them. They have already made a dent in the universe. They had started driving the changes that they want. The force of their passion, values and the capabilities that bring them to this change have already pushed them over the line into becoming a change agent. What has started to happen is that they are now holding themselves back and holding back the change that they want to see.

Like the quantum physicist whose observations change the measurement, the fact that these aspiring change agents are asking the question about how to have an impact means they are already:
– All are involved in some kind of learning or awareness building activities on the issues
– Some are already influential role models to the communities that need to change
– All have seen the problem because they have some capability to contribute to a solution
– In many cases, they have missed that things have got better with the actions that they have already taken
– Usually people are so concerned with their personal doubts that they can’t see any of these things.

These conversations are some of the richest I have. The challenge is simple – releasing someone from constraints that they have put on themselves, showing them the impact has begun and helping them start to drive even more change.

Whether or not Mahatma Gandhi actually said ‘Be the change you want to be in the world’ there is enormous power in that idea. Most people focus on that phrase as meaning ‘Become the change…’. Too often that ignores that ‘Be’ could mean that they already are the change. It might just be a question of living up to their potential.

So what kind of change agent are you? Something prompted you to read this post. What is your potential?

Purpose endures disruption. Discuss.

Posted on by simongterry in Change, Future of Work, Innovation

We know what we are, but not what we may be. – William Shakespeare

In a time of disruptive change, an organisation needs a strong common purpose to unite & guide its people.  

Purpose is a product of the community in your organisation.  It is the set of beliefs that keep your community together, reflecting your values, impact on others and hopes for the future.

A strong purpose is one that grows out of that community within your organisation.  We are talking about deeply personal values and beliefs.  This is the realm of pull, not push. People will have selected and remained with your organisation because of purpose.   A purpose cannot be imposed without pushing people away from your organisation.

Purpose endures.  

Your product, your business model, your competitive position and your returns may all change.  Just look at the changes you face:

  • Every organisation faces continued change in Who does things.  Tasks move.  People come and go each day.
  • How you do things changes equally fast.  That is the point of continuous improvement.  We want this continuous betterment of our work.
  • When big disruptive change occurs, organisations need to change What they do too. If you haven’t moved from buggy whip manufacturer to delivering remote mobile acceleration control services, you might just have been left behind. 

What keeps your organisation together and focused when everything might need to change really fast?  

A purpose that is shared by the community of your organisation is a centre of focus and consistency.  Importantly, the purpose is something consistently worth the investment of your people’s time, passion and effort over time.  Purpose is the core around which your organisation must build its agility to survive.  Purpose is the reason for which your organisation must survive and why it must prosper.  The more things change the more you will come back to your purpose to choose what to do next.

Discovering purpose

Start an ongoing conversation in your organisation around your purpose.   Seek to discover the beliefs that are shared and guide your organisation into the future.   Build a consensus and educate those who are new.  Social tools are fantastic ways to share and deepen this conversation.  

Ask purposeful questions of each other.  What is the purpose of strategies, changes and major initiatives? When is your organisation at its best?  What beliefs and ideas bring out the best in your people?  

The conversations are more powerful when they are not be dictated from the top of the organisation.  The best conversations on purpose will be those that surface the beliefs of those who deliver impact to customers every day, who make decisions in the middle of the organisation or potentially by asking your customers to reflect on your purpose. Discuss these points of view.  You will find that these conversations contribute to trust by building common ground.

Be prepared to be surprised, but most of all be prepared to find a new focus to the why at the heart of your organisation. Clarity of shared purpose will speed the agility of your people.  After all, your purpose is why you are and the best guide to what you may be next.

Shorten the long run

Posted on by simongterry in Future of Work, Innovation, Learning

In the long run we are all dead – John Maynard Keynes 
  
The economic concept of the long run is the period that it takes to be able to change every variable in a system.  It is the time it takes a system to adapt fully.  
  
The long run defined this way is a handy concept for an organisation to use when thinking about change.  Your most disruptive threats will pick the variables that you find hardest to change.  Because you cannot or will not change these variables quickly then you will be in danger of losing value to the disruption.  For example: 
 

  • newspapers: struggled to change an economic model where advertising in the paper funded content to attract an audience when internet businesses offered alternatives for both advertisers and audiences
  • music industry: struggled to change their ways of identifying and managing talent and the economics of distribution models tied to physical distribution when digital music distribution disrupted both
  • premium airlines: struggled to change high costs of labour, fixed cost infrastructure and the value perceptions of their other premium offerings when low cost competition attacked

  
If you want to improve your organisation’s ability to respond to disruption, you need to shorten the long run, your adaption time, by speeding up your slowest areas of change.  In most cases these will not be simple decisions.  The slowest areas of change are often those deep in the hidden infrastructure of the organisation.  

One thing you can do is invest in capabilities to help you change all areas of your business more rapidly:

  • people capabilities:  change leadership, talent, agility of structure and performance measurement
  • system capabilities: flexibility of systems, agile development, standardised integration and ability to leverage new technologies in experiments.
  • process capabilities:  continuous improvement, process measurement, agility of change, etc.

The long run is also the end of the period when the ugly impacts of disruption are felt.  We would all like to move faster through the periods of confusion, pain, adjustment & loss and get back to competing aggressively to win. 

Ultimately, it comes down to the culture in the organisation.  Can you build an organisation that has a long run that suits your business and its environment, where you can change the way you think and work fast enough to survive?

If you can’t shorten the long run, then you can guarantee in an era of disruptive innovation, your organisation will be dead.

Great advances are social

Posted on by simongterry in Change, Collaboration, Innovation

I was fascinated by this article on new research into the rise of the Mayan civilisation.  You might wonder why I post this article here and why you are reading about the birth of the Mayan civilisation.  The punchline is at the end:

“great civilizations don’t grow out of previous dominant groups like the Olmec, nor do they arise in isolation. They are the result of hybridization”

Hybridization requires the very human and social processes of conversation and exchange of knowledge to enable cultures to exchange information, ideas and technology.  

Our organisations need to be social and connected well with customers, community and the environment.  In our hyperconnected world, the pace of these interactions is increasing around us.  

If we are not engaged, we will be isolated while others advance.  That can only increase the danger of digital disruption.

Are you a spark or an accelerant?

Posted on by simongterry in Change, Leadership
The spread of civilisation may be likened to a fire; First, a feeble spark, next a flickering flame, then a mighty blaze, ever increasing in speed and power. – Nikola Tesla.
 
Are you a spark or an accelerant? 
 
Sparks bring ideas for change.  They start conversations, activity and change.  When a spark connects you get a small fragile fire.  Life is full of sparks.
 
The vast majority of small sparks disappear without starting a fire.  The vast majority of small fires die out.
 
Add an accelerant to a small spark and it will grow, catch-on and spread.  Sustainable change needs an accelerant to push change beyond the initial small start. 
 
Accelerants play a number of roles:
  • Spreading change: community managers, connectors & networkers
  • Advocating change: leaders, great marketers, advocates & storytellers
  • Completing change: designers, developers, entrepreneurs & implementers of change
  • Enabling change: change managers, capability builders & effective sales people

We need more accelerants to drive our changes to widespread sustainability.

At times our own light goes out and is rekindled by a spark from another person. Each of us has cause to think with deep gratitude of those who have lighted the flame within us. – Albert Schweitzer