Category Archives: Change

Make 2023 the Year of Successful Change

Wow! Exciting news!

Because my book was one of the bestselling titles of 2022, from now until January 30, 2023 you can get a 40% discount on my latest book Charting Change!

OR you can also save on the eBook!

You must go to SpringerLink for this sale on the bestselling titles of 2022:

The offer is valid until January 30, 2023
Please use TOP2023 at check-out to get your discount on books & eBooks*

Click here and enter the code TOP2023 before checkout

*This offer is valid for English-language Springer, Palgrave, Apress books and eBooks and is redeemable on link.springer.com only. Titles affected by fixed book price laws, forthcoming titles and titles temporarily not available on link.springer.com are excluded from this promotion, as are reference works, handbooks, encyclopedias, subscriptions, or bulk purchases. The currency in which your order will be invoiced depends on the billing address associated with the payment method used, not necessarily your home currency. Regional VAT/tax may apply. Promotional prices may change due to exchange rates. This offer is valid for individual customers only. Booksellers, book distributors, and institutions such as libraries and corporations please visit springernature.com/contact-us. This promotion does not work in combination with other discounts or gift cards.

True Leaders Inspire Freedom

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True Leaders Inspire Freedom

GUEST POST from Tullio Siragusa

A baby elephant was tied to a pole at the zoo. For years she tried to break free tugging at the pole by the rope tied around her neck.

She tried and tried and could never break free.

Many years later, she grew to be a very big and powerful elephant. She was still tied to the same pole. She could break free of her bondage so easily now that she had become a big elephant, but her mind conditioning will not allow her. She doesn’t even try.

Much like the elephant in this story, we have been conditioned for a very long time in a work culture that is based on commands and controls. A work culture supported by an education system that was developed for the assembly line, industrial revolution. An educational system that subtly teaches subservience.

From a society’s viewpoint, we have also been part of a narrative for thousands of years that encourages self-sacrifice, for the greater good, which is contrary to our nature as human beings.

Do we have a lot stacked up against us, or do we just have the baby elephant syndrome, and think we can’t break free?

I was in Russia three years ago. Specifically, in Siberia Russia where I met with Tomsk State University students to talk about freedom-based cultures. We talked about shared authority, self-managed teams, equivalence, and leaders versus bosses.

These young men and women were curious, and open, and had many questions. I had just finished talking about the sense of duplicity that is predominant in many people’s lives today.

Having to be one way at the office, and another at home. We talked about how duplicity causes stress, and worse how it does not foster trust among people because it does not encourage authenticity.

Are you the same person at the office, as you are at home? Does your work environment dictate what you should wear at the office? Do you have to show up and leave at a certain time? Do you have to do things you don’t care to do, just to please your boss? Do you compete with your peers, or work as a team? Are you free to speak your mind and offer up suggestions for company improvements?

Today’s work environment based on command and controls, does not foster innovation, or creativity. Today’s work environment demands conformity.

“Today’s work environment wants you to stay a baby elephant for the rest of your life.”

Freedom Cultures

I went on to explain how leaders earn followers because they are willing to serve, and they are willing to be of service.

What’s the difference between serving and being of service?

You can get paid to serve but being of service is a state of being that cannot be purchased. You enjoy being of service because it is part of who you are at your core.

“True authentic leaders are of service, because they desire to serve — it is a calling.”

The difference between a boss and a leader is that of control vs. freedom. One requires you conform to how things are done, the other encourages you to find better ways to do things, to create, to innovate, and to do things on your terms.

Why would companies not embrace freedom?

Fear is the main reason. The other reason is that much like the elephant they just accept things for how they have been, instead of how things could be.

Some of the questions and comments these young men and women asked me were:

How do you make the change from a command and control to freedom-based company?
How can companies adopt this in countries that don’t encourage free societies?
This is one of those big, change the world ideas, how can it be implemented?

The questions left me feeling a sense of hope and excitement that these university students saw the value of what was being presented and started to wonder about how to implement it.

I answered every question truthfully and made myself available for follow up with any of the students. The comment made about “changing the world” stood out for me.

I looked at the young man in the eyes and said to him: “It is someone like you, who will start a company, become the leader of one, and remember this presentation, that will make the change.

Then one of your people will do the same, and the trickled down effect of that will change a society, a country, and the world.”

Some of us are on a mission to start this change, to spark it, to inspire it, with a Radical Purpose Movement to help organizations embrace freedom and equivalence.

My personal mission and responsibility, as the author of the upcoming book “Emotionally Aware Leadership” is to stop the spread of a worldwide epidemic that fosters co-dependency and keeps us in a mind-set prison of not being able to break free of controls.

“The most pervasive disease that plagues all of humanity is low self-worth.”

True leaders operate from a high level of self-worth that is inner directed, not based on external outcomes, or input. Those leaders encourage others to believe in themselves and to grow.

Want to change the world?

You must break free of the limiting mindset conditioning. You can’t be a giant elephant and act like you are still a baby tied to a pole. More importantly as a leader you want to inspire freedom in your organization, at home, and in the world.

Freedom is synonyms with happiness.

Tomsk State University presentation about freedom-centered cultures:

Image credit: Pexels

Originally published at tulliosiragusa.com on April 29, 2019

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What is the Role of Management in Managing Change?

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What is the Role of Management in Managing Change?

GUEST POST from Art Inteligencia

Change is an inevitable part of life. Organizations must learn to manage change to remain competitive. Management plays a key role in managing change by creating a culture that supports change, developing a plan to implement the change, and communicating the change to employees.

ROLE #1: Creating a Culture That Supports Change

Establishing a culture that supports change can be a challenge, but it is essential for successful change management. Management should create a work environment that encourages collaboration and open communication. Management should also set expectations that employees should be open to change and willing to experiment. Additionally, management should provide support and resources to make sure employees have the tools they need to succeed in the new environment.

ROLE #2: Developing a Plan to Implement Change

The next step in managing change is to develop a plan for implementing the change. A successful change management plan should include an analysis of the current situation and the desired change, a timeline for implementation, and action steps for achieving the goals. Additionally, management should consider the impact of the change on employees, customers, and other stakeholders.

ROLE #3: Communicating the Change

Once the change has been planned, management should communicate it to all stakeholders. Communication should include an explanation of the reasons for the change and how it will benefit the organization. It should also explain what employees need to do to ensure a successful transition. Additionally, management should provide training and resources to help employees learn the new processes.

Conclusion

Managing change is an important part of any organization’s success. Management plays a key role in managing change by creating a culture that supports change, developing a plan to implement the change, and communicating the change to employees. By taking these steps, management can ensure that the transition to the new environment is smooth and successful.

Image credit: Pexels

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Engaging Consciousness in the Emotional Work of Organizational Transformation

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Engaging Consciousness in the Emotional Work of Organizational Transformation

GUEST POST from Douglas Ferguson

Organizational transformation is a uniquely human endeavor. Navigating the journey to change starts with understanding the employee experience and creating space for emotional safety in the workplace.

According to organizational behavior expert Sigal Barsade, emotions are the key to encouraging higher performance and achievement. Her research shows that emotions influence employees’ wellness in addition to driving productivity. Thus, to influence organizational transformation, leaders need to take a closer look at how emotions factor into the employee experience.

In this article, we’ll discuss emotions and their role to change management in the following topics:

The Employee Experience
The Transformation Timeline
Emotions at Work
An Engagement of Consciousness

The Employee Experience

Without a keen understanding of the employee experience and your team’s emotional state, sustainable change is more fantasy than reality. In your efforts to initiate organizational transformation, consider first transforming employees’ work experience to promote a sense of emotional well-being.

In shaping the employee experience, it’s critical to understand employees’ expectations for emotional safety in the workplace. As most employees value their mental health above all else, they expect their working environment to promote trust, purpose, and social cohesion. Moreover, they want to know that leadership recognizes their contributions and that there is room and opportunity for sustainable growth and development. Similarly, team members want their personal sense of purpose to be in alignment with the organization.

With increased emotional wellness comes higher employee engagement and a more motivated workforce. With a stronger sense of emotional safety in the employee experience, leaders will find that their team is prepared to engage in organizational transformation.

The Transformation Timeline

“You have to attract people… you can’t bribe or coerce transformation.”
Greg Satell

Once you prioritize the employee experience in your change strategy, you can begin the organizational transformation timeline. Organizational transformation is a process that happens through gradual change, resulting in sustainable behavioral transformation. This type of comprehensive change can only occur through a series of repeatable actions and innovative systems, not one-time initiatives.

Take steps towards sustainable change with the following phases of organizational transformation:

Phase One: Fight Resistance

To sustain organizational transformation, leaders and team members need a solid strategy for managing resistance. Resistance often stems from the discomfort that change brings.

To move beyond this fear, leaders should explain that while transformation involves many unknown factors, the forthcoming change will bring overall positive results. By showing team members how they will benefit from a change, leaders can overcome resistance and encourage their employees to support the initiative.

Freezing of Behaviors
In Lewis’ Change management model, change is broken into three steps: freezing, changing, and refreezing.

In the first phase of organizational transformation, the “unfreezing” process will occur. This involves recognizing one’s need for change and defining new behaviors that replace the former methods and practices. During this very fluid phase, team members and leaders identify and share data that supports a need for change.

Phase Two: Facilitate Adjustment

After strategically managing resistance to change, the next phase in achieving organizational transformation is facilitating the adjustment period. During this phase, team members are no longer actively resisting transformation but still need time to adjust to the changes the new initiative brings.

In the adjustment period, changes are discussed in detail, and team members are invited to provide criticism and feedback. This phase allows team members to personalize the change as they recognize their individual roles in achieving organizational transformation. In a successful adjustment phase, every team member is aligned with the necessary actions for the next phase: acceptance.

Changing

Within the adjustment phase of organizational transformation, team leaders will actively change their old habits. At this time, all stakeholders work to replace undesired behaviors with desired ones.

Phase Three: Foster Acceptance

In phase three of the organizational transformation timeline, you’ll lead your team into the acceptance phase with a solid vision and strategy for sustaining the changes over time.

Refreezing

In the foster acceptance phase, refreezing occurs when changes are stabilized and become the new normal. As the organizational transformation nears completion, team members are in the best position to cement these changes by ensuring a legacy of growth.

Phase Four: Ensure Consistency

The fourth phase of organizational transformation establishes consistent and sustainable growth. Consistency is a direct result of repeatable actions from strategic processes, intentional routines, and innovative practices that allow each team member to enact changes that carry into the future continuously.

Emotions at Work

A clear strategy for long-term change is only a roadmap to organizational transformation. After setting the stage for change to take place, leaders must engage in the emotional work of transformation.

Change takes emotional labor, requiring an environment that is uniquely attuned to address employees’ emotional needs. In the workplace, emotions can be an accelerator for transformation. To engage emotions in the most effective way, leaders can create conditions that ensure psychological safety.

Research shows that to solidify organizational transformation, we must mitigate emotional harm and, in doing so, foster emotional commitment from team members. While emotional harm isn’t tangible, it presents itself in certain ways that can create anxiety, fear, and similar negative responses in employees. Essentially, working to facilitate positive experiences alongside potentially negative emotions is the key to harnessing a safe space for transformation. Leaders that are able to manage the effects of stress successfully can transform a high-pressure environment into a space for high performance.

Sonja Kresojevic, the founder of Spinnaker Co. and a proponent of using agile principles for organizational change, firmly believes that true transformation is a product of an empowered organization. According to Kresojevic, the more we humanize change through emotional labor and healing initiatives, the more we are able to influence others and start shifting organizations in the direction of transformation.

Leaders can promote healing and psychological safety by allowing employees to share their thoughts and criticisms freely and without retribution. With an increase in support and emotional safety, your team will be ripe for organizational transformation.

An Engagement of Consciousness

An organization’s penchant for the unknown is essential in driving organizational transformation. In your efforts to humanize change management, it’s crucial to understand and accept human nature’s role in experiencing change. In understanding our natural inclinations toward risk aversion in the face of change, we can work to replace this avoidance of uncertainty with curiosity, vulnerability, and authenticity in the workplace. This approach to change management will transform the way we work, the risks we take, and our willingness to accept change.

Much of organizational transformation is dependent on accepting uncertainty: that the future is unclear and we don’t have all the answers. The real secret to driving organizational transformation is empowering people to develop and accept new ideas on their own. Managing the uncertainty of organizational transformation takes time, allowing for the unfreezing, changing, and refreezing process to take place as stakeholders consider their options.

Rob Evans, Master Coach of Collaboration and Transformation Designer, shares that giving people a chance to court the unknown, is essential for change acceptance as it allows new ideas to seep in and take hold.

Practicing patience during the change management process allows for “engagement in the full consciousness,” in which leaders can kickstart the organizational transformation timeline and encourage employees to buy into the change. By pairing deliberate strategy with time for authentic employee engagement, radical transformation is an inevitability.

Ready to start the journey to organizational transformation? Consider a new approach to the employee experience. Voltage Control can help you and your team define the best path for your organization’s transformation.

This article originally appeared at VoltageControl.com

Image credit: Pixabay

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Top 10 Human-Centered Change & Innovation Articles of December 2022

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Top 10 Human-Centered Change & Innovation Articles of December 2022 Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are December’s ten most popular innovation posts:

Forbidden Truth About Innovation — by Robyn Bolton

A Letter to Innovation Santa — by John Bessant

Preserving Ecosystems as an Innovation Superpower — by Pete Foley

What is a Chief Innovation Officer? — by Art Inteligencia

If You Can Be One Thing – Be Effective — by Mike Shipulski

How to Drive Fear Out of Innovation — by Teresa Spangler

3 Steps to Find the Horse’s A** In Your Company (and Create Space for Innovation) — by Robyn Bolton

Six Ways to Stop Gen-Z from Quiet Quitting — by Shep Hyken

Overcoming the Top 3 Barriers to Customer-Centricity — by Alain Thys

Designing Innovation – Accelerating Creativity via Innovation Strategy — by Douglas Ferguson

BONUS – Here are five more strong articles published in November that continue to resonate with people:

What Are Strategic and Market Foresight? — by Braden Kelley

Innovate for Good – Breaking Paradoxes — by Teresa Spangler

Leading Your Way Through Crisis — by Greg Satell

Innovating in a Downturn — by Geoffrey A. Moore

Brewing a Better Customer Experience — by Braden Kelley

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last three years:

Top 40 Innovation Bloggers of 2020

Top 40 Innovation Bloggers of 2021

Top 40 Innovation Bloggers of 2022

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Creating Change That Lasts

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Creating Change That Lasts

GUEST POST from Greg Satell

When Lou Gerstner took over at IBM in 1993, the century-old tech giant was in dire straits. Overtaken by nimbler upstarts, like Microsoft in software, Compaq in hardware and Intel in microprocessors, it was hemorrhaging money. Many believed that it needed to be broken up into smaller, more focused units in order to compete.

Yet Gerstner saw it differently and kept the company intact, which led to one of the most dramatic turnarounds in corporate history. Today, more than a quarter century later, while many of its formal rivals have long since disappeared IBM is still profitable and on the cutting edge of many of the most exciting technologies.

That success was no accident. In researching my book, Cascades, I studied not only business transformations, but many social and political movements as well. What I found is that while most change efforts fail, the relatively few that succeed follow a pattern that is amazingly consistent. If you want to create change that lasts, here’s what you need to do.

Build Trust Through Shared Values

When Mahatma Gandhi returned to India, he began to implement a strategy of civil disobedience similar to what he had so successful in his campaigns in South Africa. He would later call this his Himalayan miscalculation. “Before a people could be fit for offering civil disobedience,” he later wrote, “they should thoroughly understand its deeper implications.”

One of the key tenets of transformation is that you can’t change fundamental behaviors without changing fundamental beliefs. So Gerstner, like Gandhi, first set out to change the culture within his organization. He saw that IBM had lost sight of its values. For example, the company had always valued competitiveness, but by the time he arrived much of that competitive energy was directed at fighting internal battles rather than in the marketplace.

“We needed to integrate as a team inside the company so that we could integrate for the customers on their premises,” Gerster would later say. “It flew in the face of what everybody did in their careers before I arrived there. It meant that we would share technical plans, we would move toward common technical standards and plans, we would not have individual transfer pricing between every product so that everybody could get their little piece of the customers’ money.”

He pushed these values constantly, through personal conversations, company emails, in the press and at company meetings. As Irving Wladawsky-Berger, one of Gerstner’s chief lieutenants, told me, “Lou refocused us all on customers and listening to what they wanted and he did it by example. We started listening to customers more because he listened to customers.”

Create a Clear Vision for the Future

At his very first press conference, Gerstner declared: “the last thing IBM needs right now is a vision.” So it was ironic that he developed a vision for the company within months into his tenure. What he noticed was that the culture within IBM had degraded to such an extent that it was hard to align its business units around a coherent strategy

Every change effort begins with a list of grievances. Sales are down, your industry is being disrupted or technology is passing you by. But until you are able to articulate a clear vision for how you want things to look in the future, any change is bound to be fleeting. For Gerstner at IBM, that vision was to put customers, rather than technology, at the center.

He started with a single keystone change, shifting IBM’s focus from its own “proprietary stack of technologies” to its customers’ “stack of business processes.” That focus on the customer was much more clear and tangible than simply “changing the culture.” It also would require multiple stakeholders to work together and pave the way for future change.

In my research, I found that every successful transformation, whether it was a political movement, a social movement or a business transformation, was able to identify a keystone change that paved the way for a larger vision. So if you want to bring about lasting transformation, that’s a great place to start.

Identify Support — And Opposition

Once Gerstner decided to focus his transformation strategy on IBM’s customers, he found that they were terrified at the prospect of the company failing or being broken up. They depended on IBM’s products to manage mission critical processes. They also needed a partner who could help them transition legacy technology to the Internet.

He also found that he could create new allies to support his mission. For example, IBM had a history of competing with application developers, but wasn’t making much money in the application business. So he started treating the application developers as true partners and gained their support.

Yet every significant change effort is bound to attract opposition as well. There will always be a certain faction that is so tied to the old ways of doing things that they will do whatever they can to undermine the transformation and IBM was no different. Some executives, for example, enjoyed the infighting and turf battles that had become the norm. Gerstner took a zero tolerance policy and even fired some senior executives who didn’t get with the program.

Compare that to Blockbuster Video. As I’ve noted before, the company actually devised a viable strategy to meet the Netflix threat but was unable to align internal stakeholders around that strategy.

Treat Transformation as a Journey, Not A Destination

Probably the most impressive thing about IBM’s turnaround in the 90s is how it has endured. Gerstner left the firm in 2002, and it has its share of ups and downs since then, but still rakes in billions in profit every year and continues to innovate in cutting edge areas such as blockchain and quantum computing.

“The Gerstner revolution wasn’t about technology or strategy, it was about transforming our values and our culture to be in greater harmony with the market,” Wladawsky-Berger told me. “Because the transformation was about values first and technology second, we were able to continue to embrace those values as the technology and marketplace continued to evolve.”

That’s what sets those that succeed from those who fail. You can’t bet your future on a particular strategy, program or tactic, because the future will always surprise us. It is how you align people behind a strategy, through forging shared values and building trust, that will determine whether change endures.

Perhaps most of all, you need to understand that transformation is always a journey, never a destination. Success is never a straight line. There will be ups and downs. But if you keep fighting for a better tomorrow, you will not only be able to bring about the change you seek, but the next ones after that as well.

— Article courtesy of the Digital Tonto blog
— Image credit: Unsplash

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Top 40 Innovation Bloggers of 2022

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After a week of torrid voting and much passionate support, along with a lot of gut-wrenching consideration and jostling during the judging round, I am proud to announce your Top 40 Innovation Bloggers of 2022:

Robyn Bolton
Robyn M. Bolton works with leaders of mid and large sized companies to use innovation to repeatably and sustainably grow their businesses.

Janet Sernack
Janet Sernack is the Founder and CEO of ImagineNation™ which provides innovation consulting services to help organizations adapt, innovate and grow through disruption by challenging businesses to be, think and act differently to co-create a world where people matter & innovation is the norm.

Greg Satell
Greg Satell is a popular speaker and consultant. His first book, Mapping Innovation: A Playbook for Navigating a Disruptive Age, was selected as one of the best business books in 2017. Follow his blog at Digital Tonto or on Twitter @Digital Tonto.

Mike Shipulski
Mike Shipulski brings together people, culture, and tools to change engineering behavior. He writes daily on Twitter as @MikeShipulski and weekly on his blog Shipulski On Design.

Braden Kelley
Braden Kelley is a Human-Centered Experience, Innovation and Transformation consultant at HCL Technologies, a popular innovation speaker, workshop leader, and creator of the Human-Centered Change™ methodology. He is the author of Stoking Your Innovation Bonfire from John Wiley & Sons and Charting Change from Palgrave Macmillan. Follow him on Linkedin, Twitter, Facebook, or Instagram.

Teresa Spangler
Teresa Spangler is the CEO of PlazaBridge Group has been a driving force behind innovation and growth for more than 30 years. Today, she wears multiple hats as a social entrepreneur, innovation expert, growth strategist, author and speaker (not to mention mother, wife, band-leader and so much more). She is especially passionate about helping CEOs understand and value the role human capital plays in innovation, and the impact that innovation has on humanity; in our ever-increasing artificial/cyber world.

Douglas Ferguson
Douglas Ferguson is an entrepreneur and human-centered technologist. He is the founder and president of Voltage Control, an Austin-based change agency that helps enterprises spark, accelerate, and sustain innovation. He specializes in helping teams work better together through participatory decision making and design inspired facilitation techniques.

John Bessant
John Bessant has been active in research, teaching, and consulting in technology and innovation management for over 25 years. Today, he is Chair in Innovation and Entrepreneurship, and Research Director, at Exeter University. In 2003, he was awarded a Fellowship with the Advanced Institute for Management Research and was also elected a Fellow of the British Academy of Management. He has acted as advisor to various national governments and international bodies including the United Nations, The World Bank, and the OECD. John has authored many books including Managing innovation and High Involvement Innovation (Wiley). Follow @johnbessant

Shep Hyken
Shep Hyken is a customer service expert, keynote speaker, and New York Times, bestselling business author. For information on The Customer Focus™ customer service training programs, go to www.thecustomerfocus.com. Follow on Twitter: @Hyken

Pete Foley
A twenty-five year Procter & Gamble veteran, Pete has spent the last 8+ years applying insights from psychology and behavioral science to innovation, product design, and brand communication. He spent 17 years as a serial innovator, creating novel products, perfume delivery systems, cleaning technologies, devices and many other consumer-centric innovations, resulting in well over 100 granted or published patents. Find him at pete.mindmatters@gmail.com

Geoffrey A. Moore
Geoffrey A. Moore is an author, speaker and business advisor to many of the leading companies in the high-tech sector, including Cisco, Cognizant, Compuware, HP, Microsoft, SAP, and Yahoo! Best known for Crossing the Chasm and Zone to Win with the latest book being The Infinite Staircase. Partner at Wildcat Venture Partners. Chairman Emeritus Chasm Group & Chasm Institute

Soren Kaplan
Soren Kaplan is the bestselling and award-winning author of Leapfrogging and The Invisible Advantage, an affiliated professor at USC’s Center for Effective Organizations, a former corporate executive, and a co-founder of UpBOARD. He has been recognized by the Thinkers50 as one of the world’s top keynote speakers and thought leaders in business strategy and innovation.

Steve Blank
Steve Blank is an Adjunct Professor at Stanford and Senior Fellow for Innovation at Columbia University. He has been described as the Father of Modern Entrepreneurship, credited with launching the Lean Startup movement that changed how startups are built; how entrepreneurship is taught; how science is commercialized, and how companies and the government innovate.

Arlen Meyers
Arlen Meyers, MD, MBA is an emeritus professor at the University of Colorado School of Medicine, an instructor at the University of Colorado-Denver Business School and cofounding President and CEO of the Society of Physician Entrepreneurs at www.sopenet.org. Linkedin: https://www.linkedin.com/in/ameyers/

Jesse Nieminen
Jesse Nieminen is the Co-founder and Chairman at Viima, the best way to collect and develop ideas. Viima’s innovation management software is already loved by thousands of organizations all the way to the Global Fortune 500. He’s passionate about helping leaders drive innovation in their organizations and frequently writes on the topic, usually in Viima’s blog.

Alain Thys
As an experience architect, Alain helps leaders craft customer, employee and shareholder experiences for profit, reinvention and transformation. He does this through his personal consultancy Alain Thys & Co as well as the transformative venture studio Agents of A.W.E. Together with his teams, Alain has influenced the experience of over 500 million customers and 350,000 employees. Follow his blog or connect on Linkedin.

David Burkus
Dr. David Burkus is an organizational psychologist and best-selling author. Recognized as one of the world’s leading business thinkers, his forward-thinking ideas and books are helping leaders and teams do their best work ever. David is the author of five books about business and leadership and he’s been featured in the Wall Street Journal, Harvard Business Review, CNN, the BBC, NPR, and more. A former business school professor turned sought-after international speaker, he’s worked with organizations of all sizes and across all industries.

Diana Porumboiu
Diana heads marketing at Viima, the most widely used and highest rated innovation management software in the world, and has a passion for innovation, and for genuine, valuable content that creates long-lasting impact. Her combination of creativity, strategic thinking and curiosity has helped organisations grow their online presence through strategic campaigns, community management and engaging content.

Art Inteligencia
Art Inteligencia is the lead futurist at Inteligencia Ltd. He is passionate about content creation and thinks about it as more science than art. Art travels the world at the speed of light, over mountains and under oceans. His favorite numbers are one and zero.

Howard Tiersky
Howard Tiersky is an inspiring and passionate speaker, the Founder and CEO of FROM, The Digital Transformation Agency, innovation consultant, serial entrepreneur, and the Wall Street Journal bestselling author of Winning Digital Customers: The Antidote to Irrelevance. IDG named him one of the “10 Digital Transformation Influencers to Follow Today”, and Enterprise Management 360 named Howard “One of the Top 10 Digital Transformation Influencers That Will Change Your World.”

Paul Sloane
Paul Sloane writes, speaks and leads workshops on creativity, innovation and leadership. He is the author of The Innovative Leader and editor of A Guide to Open Innovation and Crowdsourcing, both published by Kogan-Page.

Bruce Fairley
Bruce Fairley is the CEO and Founder of The Narrative Group, a firm dedicated to helping C-Suite executives build enterprise value. Through smart, human-powered digital transformation, Bruce optimizes the business-technology relationship. His innovative profit over pitfalls approach and customized programs are part of Bruce’s mission to build sustainable ‘best-future’ outcomes for visionary leaders. Having spearheaded large scale change initiatives across four continents, he and his skilled, diverse team elevate process, culture, and the bottom line for medium to large firms worldwide.

Patricia Salamone
Patricia Salamone is a career strategist having worked across the financial services, CPG, media and telecom sectors – seeking resonance with every problem she is hired to solve. Patricia sees innovation through the lens of human need, framing what is to be solved not through the problem at hand, but rather the mystery to be unraveled. Patricia is currently an Account Strategist at Gongos, Inc.

Dainora Jociute
Dainora (a.k.a. Dee) creates customer-centric content at Viima. Viima is the most widely used and highest rated innovation management software in the world. Passionate about environmental issues, Dee writes about sustainable innovation hoping to save the world – one article at the time.

Dean and Linda Anderson
Dr. Dean Anderson and Dr. Linda Ackerman Anderson lead BeingFirst, a consultancy focused on educating the marketplace about what’s possible in personal, organizational and community transformation and how to achieve them. Each has been advising clients and training professionals for more than 40 years.

Brian Miller
Brian Miller is the senior VP, strategic development, at BMNT Inc., an internationally recognized innovation consultancy and early-stage enterprise accelerator that is changing the future of public service innovation.

Phil McKinney
Phil McKinney is the Author of “Beyond The Obvious”, Host of the Killer Innovations Podcast and Syndicated Radio Show, a Keynote Speaker, President & CEO CableLabs and an Innovation Mentor and Coach.

Tom Stafford
Tom Stafford studies learning and decision making. His main focus is the movement system – the idea being that if we can understand the intelligence of simple actions we will have an excellent handle on intelligence more generally. His research looks at simple decision making, and simple skill learning, using measures of behaviour informed by the computational, robotics and neuroscience work done in the wider group.

Ralph Christian Ohr
Dr. Ralph-Christian Ohr has extensive experience in product/innovation management for international technology-based companies. His particular interest is targeted at the intersection of organizational and human innovation capabilities. You can follow him on Twitter @Ralph_Ohr.

Jeffrey Phillips
Jeffrey Phillips has over 15 years of experience leading innovation in Fortune 500 companies, federal government agencies and non-profits. He is experienced in innovation strategy, defining and implementing front end processes, tools and teams and leading innovation projects. He is the author of Relentless Innovation and OutManeuver. Jeffrey writes the popular Innovate on Purpose blog. Follow him @ovoinnovation

Shilpi Kumar
Shilpi Kumar an inquisitive researcher, designer, strategist and an educator with over 15 years of experience, who truly believes that we can design a better world by understanding human behavior. I work with organizations to identify strategic opportunities and offer user-centric solutions.

Robert B Tucker
Robert B. Tucker is the President of The Innovation Resource Consulting Group. He is a speaker, seminar leader and an expert in the management of innovation and assisting companies in accelerating ideas to market.

Norbert Majerus and George Taninecz
Norbert Majerus is a popular keynote speaker and consultant. His latest book, Winning Innovation – How Innovation Excellence Propels an Industry Icon Toward Sustained Prosperity, is available now. Follow him on LinkedIn or visit leandriveninnovation.com. For more than 20 years, George, as president of George Taninecz Inc., has helped executives publish award-winning books that illustrate applications of lean thinking. He also supports companies and associations with white papers, articles, and case studies on the deployment of lean in manufacturing, healthcare, and other industries.

Farnham Street
Farnham Street focuses on helping you master the best of what other people have already figured out.

Scott Anthony
Scott Anthony is a strategic advisor, writer and speaker on topics of growth and innovation. He has been based in Singapore since 2010, and currently serves at the Managing Director of Innosight’s Asia-Pacific operations.

Anthony Mills
Anthony Mills is the Founder & CEO of Legacy Innovation Group (www.legacyinnova.com), a world-leading strategic innovation consulting firm working with organizations all over the world. Anthony is also the Executive Director of GInI – Global Innovation Institute (www.gini.org), the world’s foremost certification, accreditation, and membership organization in the field of innovation. Anthony has advised leaders from around the world on how to successfully drive long-term growth and resilience through new innovation. Learn more at www.anthonymills.com. Anthony can be reached directly at anthony@anthonymills.com.

Paul Hobcraft
Paul Hobcraft runs Agility Innovation, an advisory business that stimulates sound innovation practice, researches topics that relate to innovation for the future, as well as aligning innovation to organizations core capabilities. Follow @paul4innovating

Jorge Barba
Jorge Barba is a strategist and entrepreneur, who helps companies build new puzzles using human skills. He is a global Innovation Insurgent and author of the innovation blog www.Game-Changer.net

Nicholas Longrich
Nicholas Longrich is a senior lecturer in evolutionary biology and paleontology at the University of Bath. He is interested in how and why the world is the way it is and studies dinosaurs, among other things—pterosaurs, fossil birds, lizards and snakes.

Rachel Audige
Rachel Audige is an Innovation Architect who helps organisations embed inventive thinking as well as a certified Systematic Inventive Thinking Facilitator, based in Melbourne.

If your favorite didn’t make the list, then next year try to rally more votes for them or convince them to increase the quality and quantity of their contributions.

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021

Download PDF versions of the Top 40 Innovation Bloggers of 2020, 2021 and 2022 lists here:

. . .

Happy New Year everyone!

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Voting Closed for the Top 40 Innovation Bloggers of 2022

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CLICK HERE TO SEE WHO HAS BEEN NOMINATED

For more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Bloggers available each year!

CLICK HERE TO SEE WHO HAS BEEN NOMINATED

Our lists from the ten previous years have been tremendously popular, including:

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Bloggers of 2022.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2022 at midnight GMT.

CLICK HERE TO SEE WHO HAS BEEN NOMINATED

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

Sending us the name of the blogger by @reply on twitter to @innovate
Adding the name of the blogger as a comment to this article’s posting on Facebook
Adding the name of the blogger as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Bloggers of 2022 will then be announced here in early January 2023.

CLICK HERE TO SEE WHO HAS BEEN NOMINATED

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Voting Closed – Top 40 Innovation Bloggers of 2022

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Our lists from the ten previous years have been tremendously popular, including:

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Bloggers of 2022.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2022 at midnight GMT.

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

Sending us the name of the blogger by @reply on twitter to @innovate
Adding the name of the blogger as a comment to this article’s posting on Facebook
Adding the name of the blogger as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Bloggers of 2022 will then be announced here in early January 2023.

Here are the people who received nominations this year along with some carryover recommendations (in alphabetical order):

Adi Gaskell – @adigaskell
Alain Thys
Alex Goryachev
Andy Heikkila – @AndyO_TheHammer
Annette Franz
Arlen Meyers – @sopeofficial
Art Inteligencia
Braden Kelley – @innovate
Brian Miller
Bruce Fairley
Chad McAllister – @ChadMcAllister
Chris Beswick
Chris Rollins
Dr. Detlef Reis
Dainora Jociute
Dan Blacharski – @Dan_Blacharski
Daniel Burrus – @DanielBurrus
Daniel Lock
David Burkus
Dean and Linda Anderson
Diana Porumboiu
Douglas Ferguson
Drew Boyd – @DrewBoyd
Farnham Street
Frank Mattes – @FrankMattes
Geoffrey A Moore
Gregg Fraley – @greggfraley
Greg Satell – @Digitaltonto
Helen Yu
Howard Tiersky
Janet Sernack – @JanetSernack
Jeffrey Baumgartner – @creativejeffrey
Jeff Freedman – @SmallArmyAgency
Jeffrey Phillips – @ovoinnovation
Jesse Nieminen – @nieminenjesse
John Bessant
Jorge Barba – @JorgeBarba
Julian Birkinshaw – @JBirkinshaw
Julie Anixter – @julieanixter
Kate Hammer – @Kate_Hammer
Kevin McFarthing – @InnovationFixer
Lou Killeffer – @LKilleffer
Manuel Berdoy

Mari Anixter- @MariAnixter
Maria Paula Oliveira – @mpaulaoliveira
Matthew E May – @MatthewEMay
Michael Graber – @SouthernGrowth
Mike Brown – @Brainzooming
Mike Shipulski – @MikeShipulski
Mukesh Gupta
Nick Partridge – @KnewNewNeu
Nicolas Bry – @NicoBry
Nicholas Longrich
Norbert Majerus and George Taninecz
Pamela Soin
Patricia Salamone
Paul Hobcraft – @Paul4innovating
Paul Sloane – @paulsloane
Pete Foley – @foley_pete
Ralph Christian Ohr – @ralph_ohr
Randy Pennington
Richard Haasnoot – @Innovate2Grow
Robert B Tucker – @RobertBTucker
Robyn Bolton – @rm_bolton
Saul Kaplan – @skap5
Shep Hyken – @hyken
Shilpi Kumar
Scott Anthony – @ScottDAnthony
Scott Bowden – @scottbowden51
Shelly Greenway – @ChiefDistiller
Soren Kaplan – @SorenKaplan
Stefan Lindegaard – @Lindegaard
Stephen Shapiro – @stephenshapiro
Steve Blank
Steven Forth – @StevenForth
Tamara Kleinberg – @LaunchStreet
Teresa Spangler – @composerspang
Tim Stroh
Tom Koulopoulos – @TKspeaks
Tom Stafford
Yoram Solomon – @yoram

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We’re curious to see who you think is worth reading!

Human-Centered Change and Innovation

Innovation, change and transformation thought leadership, lovingly curated by Braden Kelley

Category Archives: Change

Make 2023 the Year of Successful Change

True Leaders Inspire Freedom

Freedom Cultures

What is the Role of Management in Managing Change?

ROLE #1: Creating a Culture That Supports Change

ROLE #2: Developing a Plan to Implement Change

ROLE #3: Communicating the Change

Conclusion

Engaging Consciousness in the Emotional Work of Organizational Transformation

The Employee Experience

The Transformation Timeline

Phase One: Fight Resistance

Phase Two: Facilitate Adjustment

Phase Three: Foster Acceptance

Phase Four: Ensure Consistency

Emotions at Work

An Engagement of Consciousness

Top 100 Innovation and Transformation Articles of 2022

Top 10 Human-Centered Change & Innovation Articles of December 2022

Creating Change That Lasts

Build Trust Through Shared Values

Create a Clear Vision for the Future

Identify Support — And Opposition

Treat Transformation as a Journey, Not A Destination

Voting Closed for the Top 40 Innovation Bloggers of 2022

Voting Closed – Top 40 Innovation Bloggers of 2022