living with change pdf pdf
Living with Change Corporate transformation isn’t a one-time thing; it’s a constant, ongoing process. Companies that can adapt to change, or create change in their marketplace, will survive, even thrive. Companies that remain static won’t. This paper introduces the process of corporate transformation, and lists resources for leaders who are reshaping their companies to be agile, flexible organizations that can prosper in these dynamic times. 5 6
4 It’s a cliché to say that the pace of change has sped up dramatically over the past few decades. That doesn’t mean it’s not true. Moore’s law predicted that the speed of integrated circuits would double every 18 months—which has held true for a surprisingly long time, so that modern laptops easily outperform multi-million dollar supercomputers from the 90s. But life isn’t as simple as faster computers. As computers got faster, communications got faster too, along with the ability to collect and analyze data. That inevitably meant that the pace of change for businesses got faster. Upstart companies could outcompete stable, wealthy industrial giants, some of which (like Amazon, Google, and Facebook) became giants themselves.
Businesses need to transform to survive in this environment. And it’s not just one transformation, one re-org that will set you up for the next decade. Leaders need to adapt to constant change, to create and implement new strategies to survive. If you’re not agile, flexible, and constantly reallocating capital to make use of new and emerging technologies, you will stop being competitive and ultimately will fail. 5 6
4 Here are the principles that define and drive the To flourish in our constantly changing economy, st companies that will dominate the 21 -Century economy: businesses must make the following changes: n
These companies don’t just sell products; they build Businesses must use data to make better decisions. We platforms that enable networks are entering an age where devices and sensors collect data continuously. With increased computing power, this data
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They don’t replace workers with technology; they use can be processed faster and easier. With the advent of technology to augment workers smarter computers, smaller devices, and more precise
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They don’t just build and market products; they create algorithms, businesses can automate some of this decision amazing user experiences making. However, not all data-driven decision making is done by a machine. Humans, therefore companies and
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They don’t use technology to make minor changes to cities, will be smarter and able to do more because existing products and services; they redesign the way machines do the heavy lifting. services work
Businesses must invest in talent. Data-driven decision
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They don’t stick to the status quo; they transform the making doesn’t eliminate humans; it augments them, and structure of their industry enables them to make better decisions. To succeed,
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They don’t exist in a vacuum; they create an ecosystem businesses need to attract and retain the best talent where many players can prosper available. Attracting and retaining talent isn’t something static that you do once, expecting the employee to remain until
Many companies show some of the features of the evolution retirement. To retain the best talent, you need to enable of technology—some show the principles more clearly than them to build new skills and work with new ideas. Bored, others. For example, every company now has learned to stagnant employees will leave your company and move on to apply big data and predictive analytics, but 15 years ago, the next challenge. Talented employees who are presented Google was the best Silicon Valley exemplar of this trend. with new challenges, and the resources to help them learn and meet those challenges, stay for the long haul. They are the ones who will build your future. 5 6
4 Businesses must be agile and flexible. They must be organized in ways that allow them to make changes quickly; they must decentralize decision making and trust their employees; they must have communication patterns that are fast and efficient. Understanding the need for change doesn’t help if you’re locked into a hidebound structure that prevents you from making those changes. Businesses must focus on customers. Data makes it possible to discover
Understanding the need for
what customers want to a degree that
change doesn’t help if you’re
was never before possible. But data by
locked into a hidebound
itself isn’t enough. Henry Ford said “If I had asked people what they wanted, structure that prevents you they would have said faster horses.” from making those changes. The transformative insight comes from thinking about customers from the beginning: not just what they want, but what they really want that they can’t yet express. In your business, who represents the customer? Who does the design thinking that creates products that surprise and delight? The following resources will help you transform your company so that it can prosper in the face of constant change. 5 6
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5 6 4 Building a Company that Can Respond to Change
Companies can talk about change all they want, but if they aren’t organized in a way that lets them respond to change, they won’t get anywhere. These resources tell you how to transform organizations so they can adapt to change, rather than be defeated by it.
How well does your organization respond
to changing market conditions, customer needs, and emerging technologies? Lean Enterprise presents principles and patterns to help you move fast at scale—and demonstrates why and how to apply these principles throughout your organization, rather than with just one department or team.
What do you need to become a data-
driven organization? Far more than having big data or a crack team of data scientists, it requires establishing an effective, deeply ingrained data culture. Being truly data-driven involves processes that require genuine buy-in across your company, from analysts and management to the C-Suite and the board.
The methods that enable
marketers to meet this challenge are emerging from an unexpected place: the world of software development. The Agile methodologies that once revolutionized software development are now revolutionizing marketing.
Learn
about the root psychological causes of generational tension at work: causes based in the hardwired human tendency to see others as “one of us” or as “one of them.” This dynamic has existed forever, and it always will.
Innovative businesses large and small are discovering new opportunities, strengthening customer loyalty, and mastering real-time buyer satisfaction.
Big companies need to think big and
execute big ideas. Learn about how GE is leading the way—as CEO Jeff Immelt says in this conversation with Tim O’Reilly, we need to “transform that function” of the CIO to move beyond help desk and be strategic.
5 6 4 Empowering Employees
Employees are the heart of any organization. If your employees think they are only cogs in a machine, and can’t creatively engage with the future you’re building, they won’t grow and they will leave. To build the best workforce, businesses need to encourage their employees to learn, empower them to make decisions, and participate in building their careers. You need to help your staff reach their full potential, for their good and your own.
Engaged explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, and how to put theory into action when trying to create it. It offers real solutions to managers and business leaders who want to enhance performance and increase productivity.
xpert tips for leveraging
strengths and improving development in areas such as judgment, problem-solving, creativity, trust, influence, teamwork, planning, business acumen, customer focus, grit, technical savvy, communications, collaboration, integrity, accountability, curiosity, innovation, courage, and more. You’ll learn where to start, what to prioritize, how to commit to a personal plan of action…and how to make it happen!
Engaged employees feel recognized, encouraged, and supported—they demonstrate enthusiasm, inspiration, and pride in their jobs. Despite work demands and pressure, they successfully achieve their individual and team goals.
ven among people who have spent decades
learning the technical side of their jobs, most haven’t really focused on the human component. The authors share their insights on how to lead a team effectively, navigate an organization, and build a healthy relationship with the users of your software.
ompanies’ futures and executive
careers are defined by key strategic decisions. Most executives over-rely on basic tools and don’t match the tools to the situation. This is problematic because in highly complex, uncertain contexts, traditional decision-support tools can be useless.
Embracing Technology
Roberto Verganti introduces a third strategy, a radical shift in How do businesses respond to changes in technology? perspective that introduces a bold new way of competing.
Companies that have understood how to take advantage of Design-driven innovations do not come from the market; new technologies have been able to disrupt established they create new markets. They don’t push new technologies; markets. A few years ago, that meant e-commerce; today it they push new meanings. means data analysis and cloud computing; tomorrow, it may mean AI, robotics, and virtual reality. You need to understand
how technology is changing the business world, and how to
Mobile has now become such an use those new technologies to innovate.
integral part of how we live that, for many people, losing a cell phone is like losing a limb. Everybody knows mobile is the
future, and every business wants in, but what are the
With the onslaught of
elements of mobile success? cloud solutions, the consumerization of technology, and increasingly tech-savvy business people, it’s time for a
How does
manifesto for leaders who recognize—and are nervous your company become a data-driven organization? Mainly, it about—the demands of the digital age. Whether you’re an means making decisions based not on opinion, but on what executive, department head, or IT manager, The New IT the data is telling you. And that usually requires a shift in provides an action-ready blueprint for building and company culture. In this collection, four data experts strengthening the role of IT in your company—and demonstrate different ways that companies have prescribing IT’s future. experimented with change, often with surprising results.
Clayton Christensen and Michael Raynor
expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today’s hyper-accelerated business environment. 5 6 4
5 6 4 Leading in a New Era
Leadership isn’t just telling people what to do; it’s enabling them to be productive. That requires rethinking your relationship to your staff. How do you build teams? How do you protect them from administrative trivia? How do you keep them challenged so they don’t become bored and leave? These resources help you transform your leadership and build productive, empowered teams.
A detailed look at the evolution of employment and its far- reaching implications
A guide for modern
organisations about optimizing productivity, creating a culture of innovation, and building high-performing teams.
If you need the best practices and ideas for winning
the race for talent—but don’t have time to find them—HBR gives you 11 inspiring and useful perspectives, all in one place.
Multiple studies have shown that, if people have the proper training and experience, they will make better decisions in emerging situations while in a flow-state. How can your organization help your people experience flow more often, thereby improving their decision-making?
In today’s uncertain economic
environment, teams are asked to do more with less. As sports fans already know, behind every great underdog story is a leader who roots out the competitive advantage that will propel the team to victory. Learn how the fine art of the turnaround really works, from how to inspire the team to the actual tools for change.
This is the key to significantly increasing productivity, performance, and revenue in your organization.
Developed as a guide proven to help all levels of managers to connect, focus, align, and activate their teams to elevate results, you will find a range of resources and tools to use and become a “best in class” leader today.
ormer hostage negotiator and current
professor reveal the latest research and practice behind high-performance leadership, bonding, and managing conflict. Lessons include negotiation, building trust, and how positivity matters for leaders.
5 6 4 Creating Value
Business leaders need to create value: how do you make decisions that expand possibilities and create new opportunities? Business is not a zero-sum game. Too much business thinking has focused on capturing value, rather than creating it. These resources show you how to make decisions that are informed by data, and that enable you—and others— to thrive.
Few things are as valuable in business, and in life,
as the ability to make good decisions. Can you imagine how much more rewarding your life and your business would be if every decision you made were the best it could be? Decision Quality empowers you to make the best possible choices and get more of what you truly want from every decision.
t the challenges of high-stakes
accountability, build performance-based organizations, and improve outcomes. This advice show you how to transform data overload into a data-positive culture. You’ll learn the difference between “data-driven leadership” and “data- informed leadership,” and how to use distributed leadership to inspire collaboration and guided analysis.
tt Berinato,
HBR senior editor, explains the opportunities and pitfalls of making decisions in a social context.
w does
your company become a data-driven organization? Mainly, it means making decisions based not on opinion, but on what the data is telling you. And that usually requires a shift in company culture. Four data experts demonstrate different ways that companies have experimented with change, often with surprising results.
To stay ahead of the pack, you must translate
your organization’s competitive strategy into day-to-day actions that will enable your company to win in the marketplace. By posing provocative questions, you identify critical gaps in your strategy execution processes, focus on the most important choices you must make, and understand what’s at stake in each one.
s know that
decision making is a critical part of their job. And most executives are aware they need to be on the lookout for biases that will distort or mislead and cause their organizations to make the wrong decisions about investments of time and money. Yet research shows that few executives actually use their knowledge about bias to improve their own decision-making practices or that of their organization. Follow these guidelines for confronting bias and improving bottom-line decisions. Telling Your Stories
You can’t transform a business if you can’t communicate your stories. But communication is much more than branding and advertising. Learn to build content that your customers want, and understand how all of your company’s actions are a reflection of its brand and values.
This is a new model for developing valuable
content, building an audience round that content, and creating a product for your audience.
The old way to market a business
was storytelling. But in today’s world, simply communicating your brand’s story in the hope that customers will listen is no longer enough. Instead, your authentic brand must be evident in every action the organization undertakes.
Learn
from this framework to overcome common deficiencies in visual communication, as well as how to leverage a story structure to introduce complex graphics in ways that entice and engage your audience. 5 6
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5 6 4 Working with Your Customers You won’t succeed if you don’t satisfy your customers.
Period. Gaining new customers is a losing battle if you’re bleeding old customers because of inattention. As you work through your corporate transformation, learn how to work with customers as partners: how to engage them, how to satisfy them by making them awesome.
Speaker and salesperson Michael Aun
shares these secrets and many more in It’s the Customer,
Stupid!, a guide to growing any business by gaining new customers, and, more important, by keeping the ones you have happy and coming back for more. Most businesses think they’re customer-centric, but they just aren’t. Get beyond common myths about sales and customer satisfaction, and find out how to really keep your customers satisfied.
Delivering customer success means radically changing the way you engage with customers—from sales, to marketing, to engineering and support. Step by step, you’ll learn how to make sure your customers are achieving business outcomes from your offerings…now, next year, and for years to come.
Company
leaders and professionals must seek to personally grasp the tectonic changes arising from the always-connected customer, and then rethink traditional business models, business practices, and even their own job responsibilities and careers accordingly.
tomers
evolve, smart companies evolve with them, and, with a track record that speaks for itself, putting the customer at the center of strategic thinking is the key to a winning plan. Consumer evolution is happening more rapidly than ever before, and keeping your organization out in front has never been more important.
ss isn’t about
convincing customers that you have a great product. It’s about making your customers great at what they want to do. Customers who have become great through using your product are much better marketing than all the advertising you can buy.
Take a fresh look at data-driven marketing and learn how the roles and potential of integrated processes and individualized insights can better engage customers.
5 6 4 Learning from the Greats
Corporate transformation sounds like cutting-edge new ground. But you aren’t pioneers. Many companies have reimagined themselves over the years, and built something better as a result. As you lead your own transformation, stand on the shoulders of the giants who have already been through this process:
Christensen explains why most
companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices.
Peter Drucker was the original big
thinker. His ideas on management, innovation, leadership, effectiveness, and adapting to change formed the foundations of modern business wisdom. Drucker was also a mentor to many notable leaders in business, government, and nonprofits—a role he valued tremendously. In A Year with Peter Drucker, you will get to experience his mentorship process firsthand.
Toyota was one of the first
companies to radically reinvent itself—and in doing so, became a major power. Learn the management principles and business philosophy behind Toyota’s worldwide reputation for quality and reliability.
Apple sees
design as a tool for creating beautiful experiences that convey a point of view down to the smallest detail—from the tactile feedback of a keyboard to the out-of-the-box experience of an iPhone package. And all of these capabilities are founded in a deep and rich embrace of what it means to be a designer.
illed with exclusive
front-seat insights from Mercedes-Benz employees, eye- opening testimonials from passionate Mercedes-Benz fans, and solid nuts-and-bolts advice for creating your own consumer-aligned road map, Driven to Delight will help you retool your strategies, reignite your customers, and refuel your team for the long haul.
Today’s leaders know that speed and agility
are the keys to any company’s success, and yet many are frustrated that their organizations can’t move fast enough to stay competitive. The typical chain of command is too slow; internal resources are too limited; people are already executing beyond normal expectations.
business. That’s true, now more than ever. But being a gers are brands that have software business means a lot more than having a website
turned the world of business upside down. They win through and adding some e-commerce. It means collecting and using ambition and innovation rather than legacy and scale, out- data; it means augmenting your human staff with data-driven thinking the competition, focusing on the growth markets, capabilities; it means making informed decisions that and embracing technology in more human ways. combine data with human vision and insight. It includes staying on top of the newest technologies, including artificial
intelligence and virtual reality, to make sure you’re the
Rossman introduces disruptor, not the disrupted.
readers to the unique corporate culture of the world’s largest Internet retailer, with a focus on the 14 leadership principles that have guided and shaped its decisions and its distinctive leadership culture.
Brands that thrive and profit from employee
and customer empowerment generate significantly greater awareness and revenues, while also decreasing the costs of marketing, selling, and customer service. However, employees must engage in public, real-time conversations. And most people are not professional communicators. 5 6
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