Category Archives: Leadership

9 of 10 Companies Requiring Employees to Return to the Office in 2024

9 of 10 Companies Requiring Employees to Return to the Office in 2024

GUEST POST from Shep Hyken

Happy employees mean more engaged and productive employees. I’ve written many times that what’s happening inside an organization will be felt on the outside by customers. A good employee experience (EX) will positively impact the customer experience (CX). And of course, the opposite is true. A “ripple effect” of employee satisfaction or dissatisfaction will inevitably reach your customers, impacting their overall experience.

As a result of the Covid-19 pandemic, which forced a shutdown, many companies and organizations realized—or at least thought—their employees could work remotely. Many companies walked away from their offices and didn’t renew their leases. This shift in the traditional in-office, five-day-a-week schedule was either eliminated or modified, and many workers discovered they enjoyed working from home. However, it looks as if this “experiment” didn’t work out as planned, and many companies will start requiring RTO (return to office) in a schedule that looks similar to pre-pandemic office hours and attendance requirements.

In August, ResumeBuilder surveyed 1,000 corporate decision-makers about their RTO plans. Here are the main results:

    • 90% of companies will return to the office by 2024.
    • only 2% say their company never plans to require employees to return to work in person.
    • 72% say RTO has improved revenue.
    • 28% will threaten to fire employees who don’t comply with RTO policies.

The Opportunity

Why return to the traditional office environment? The answer is something we already know. Because companies potentially make more money.

The move to return to the office started in 2021, just after the lockdown. That year, 31% of companies required employees to return to their offices, 41% in 2022 and 27% in 2023. Most of the respondents to the survey claimed they saw an improvement in revenue, productivity and worker retention.

And for those companies that plan to demand RTO in 2024, 81% say it will improve revenue, 81% believe it will improve the company culture and 83% say it will improve worker productivity.

These decision-makers aren’t making an arbitrary determination. They recognize the negative impact an RTO policy can have. Many of them (72%) said their company would offer commuter benefits, 57% would help with child-care costs and 64% would provide catered meals. But are the perks enough?

The Danger

There is concern that a shift back to full-time office hours could cause a company to lose good employees in a hiring environment in which candidates are “calling the shots” and working for companies that not only give them a steady paycheck and traditional benefits, but also a work schedule and in-office policy that aligns with their need for work/life balance. Even so, according to the survey, 28% of the decision-makers surveyed claimed they would fire employees for not complying with their RTO policies.

As we navigate the complexities of a post-pandemic working world, companies face a tough choice that will shape and impact both the employee and customer experiences. Suppose a company decides to require a 100% return to the office. It must recognize and weigh the opportunities—primarily, increased productivity and revenue—with the negatives—less-than-enthusiastic employees and the potential (even probable) loss of employees.

This article originally appeared on Forbes.com

Image Credits: Shep Hyken

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Top 40 Innovation Bloggers of 2023

Top 40 Innovation Bloggers of 2023After 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 2023:

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

  2. Janet Sernack
    Janet SernackJanet 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.

  3. Greg Satell
    Greg SatellGreg 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.

  4. Mike Shipulski
    Mike ShipulskiMike 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.

  5. Braden Kelley
    Braden KelleyBraden 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.

  6. John Bessant
    John BessantJohn 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

  7. 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

  8. Geoffrey A. Moore
    Geoffrey MooreGeoffrey 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

  9. David Burkus
    David BurkusDr. 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.

  10. Shep Hyken
    Shep HykenShep 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

  11. Build a common language of innovation on your team


  12. Howard Tiersky
    Howard TierskyHoward 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.”

  13. Dennis Stauffer
    Dennis StaufferDennis Stauffer is an author, independent researcher, and expert on personal innovativeness. He is the founder of Innovator Mindset LLC which helps individuals, teams, and organizations enhance and accelerate innovation success. by shifting mindset. Follow @DennisStauffer

  14. Stefan Lindegaard
    Stefan LindegaardStefan Lindegaard is an author, speaker and strategic advisor. His work focuses on corporate transformation based on disruption, digitalization and innovation in large corporations, government organizations and smaller companies. Stefan believes that business today requires an open and global perspective, and his work takes him to Europe, North and South America, Africa and Asia.

  15. Douglas Ferguson
    Douglas FergusonDouglas 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.

  16. Teresa Spangler
    Teresa SpanglerTeresa 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.

  17. Soren Kaplan
    Soren KaplanSoren 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.

  18. Steve Blank
    Steve BlankSteve 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.

  19. Diana Porumboiu
    Diana PorumboiuDiana 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.

  20. Robert B Tucker
    Robert TuckerRobert 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.

  21. Dainora Jociute
    Dainora JociuteDainora (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.

  22. Accelerate your change and transformation success


  23. Arlen Meyers
    Arlen MyersArlen 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/

  24. Ayelet Baron
    Ayelet BaronAyelet Baron is a pioneering futurist reminding us we are powerful creators through award winning books, daily blog and thinking of what is possible. Former global tech executive who sees trust, relationships and community as our building blocks to a healthy world.

  25. Leo Chan
    Leo ChanLeo is the founder of Abound Innovation Inc. He’s a people and heart-first entrepreneur who believes everyone can be an innovator. An innovator himself, with 55 US patents and over 20 years of experience, Leo has come alongside organizations like Chick-fil-A and guided them to unleash the innovative potential of their employees by transforming them into confident innovators.

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

  27. Art Inteligencia
    Art InteligenciaArt 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.

  28. Paul Sloane
    Paul SloanePaul 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.

  29. Phil McKinney
    Phil McKinneyPhil 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.

  30. Ralph Christian Ohr
    Ralph OhrDr. 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.

  31. 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

  32. Dean and Linda Anderson
    Dean and Linda AndersonDr. 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.

  33. Get the Change Planning Toolkit


  34. Shilpi Kumar
    Shilpi KumarShilpi 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.

  35. Scott Anthony
    Scott AnthonyScott 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.

  36. Anthony Mills
    Anthony MillsAnthony 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.

  37. Paul Hobcraft
    Paul HobcraftPaul 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

  38. Jorge Barba
    Jorge BarbaJorge 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

  39. Chateau G Pato
    Chateau G PatoChateau G Pato is a senior futurist at Inteligencia Ltd. She is passionate about content creation and thinks about it as more science than art. Chateau travels the world at the speed of light, over mountains and under oceans. Her favorite numbers are one and zero.

  40. Jesse Nieminen
    Jesse NieminenJesse 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.

  41. Alain Thys
    Alain ThysAs 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.

  42. Bruce Fairley
    Bruce FairleyBruce 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.

  43. Tom Stafford
    Tom StaffordTom 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.

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
Top 40 Innovation Bloggers of 2022

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


Top 40 Innovation Bloggers of 2020 PDF . . . Top 40 Innovation Bloggers of 2021

Top 40 Innovation Bloggers of 2022 . . . Top 40 Innovation Bloggers of 2023

Happy New Year everyone!

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How will you allocate your time differently in 2024?

How will you allocate your time differently in 2024?

GUEST POST from Mike Shipulski

I don’t like resolutions, but I do like looking back to assess how spent my time differently over the previous year. Below is a short exercise that could help you get ready for 2024.

Below are some questions intended to help you assess how you spent your time differently in 2023. Take fifteen seconds, or so, to think through each one.

Did you spend more time with your family or less?

Did you spend more time helping yourself or others?

Instead of commuting, what did you do with your time?

Did you work more hours or fewer?

Did you spend more time on your mental/spiritual health or less?

Did you take more vacation days or fewer?

Instead of eating out, what did you do with that time?

Did you exercise more or less?

What did you do with your time freed by reduced business travel do more?

Did you participate in more meetings or fewer?

Did you sleep more or less?

Grab a pen and paper (or print out the text below) and let’s go through the rest of the exercise.

What are the top three questions that caused the strongest emotional response? (Write them down.) For those three questions, think through three scenarios:
A) 2024 is just like 2023.
B) 2024 amplifies the changes you experienced in 2023.
C) 2024 is just like 2022.

For each scenario, write down how you’d allocate your time differently in 2024.

The question that caused the strongest emotional response:
_________________________________________________________________________

With regard to the question above, how would you allocate your time differently in 2024?
Scenario A (same as 2023) ____________________________________________________
Scenario B (amplified changes) _________________________________________________
Scenario C (same as 2022) ____________________________________________________

The question that caused the second strongest emotional response:
________________________________________________________________________

With regard to the question above, how would you allocate your time differently in 2021?
Scenario A (same as 2020) ___________________________________________________
Scenario B (amplified changes) ________________________________________________
Scenario C (same as 2019) ____________________________________________________

The question that caused the third strongest emotional response:
________________________________________________________________________

With regard to the question above, how would you allocate your time differently in 2021?
Scenario A (same as 2020) __________________________________________________
Scenario B (amplified changes) _______________________________________________
Scenario C (same as 2019) ___________________________________________________

My list of questions likely missed important questions for you. You may want to go back and ask yourself other questions and see if your emotional response is strong enough to displace the top three you identified above.

This little exercise doesn’t generate resolutions, nor will it tell you how to allocate your time in 2021. But, I hope it helps you more skillfully navigate the uncertainty that 2021 is certain to bring.

Happy New Year. And thanks for reading.

Image credit: Pixabay

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5 Simple Steps to Team Alignment

5 Simple Steps to Team Alignment

GUEST POST from David Burkus

So much of the struggle of working on teams comes down to one key task: getting a team aligned. Aligned teams lead to better engagement, performance, and retention. Getting and keeping a team aligned is a key task for leaders at all levels. But recognizing the importance of alignment is a lot easier than actually getting everyone on the same page.

Team alignment means everyone contributes toward a shared goal, understands their assigned tasks, and sees how their work fits into the team’s work. But teams are composed of people and people bring their own individual goals, desired tasks, and sense of contribution that may or may not fit well with others.

In this article, we will explore how to get a team aligned across five steps of creating, and then keeping alignment.

Step 1: Start from Purpose

The first step in how to get a team aligned is starting from purpose. Before setting a plan of action, goals, and key performance indicators, teams need to focus on the reason they’re working on that project. This begins with the organizational mission, as it sets the tone for the team’s purpose and helps everyone understand the bigger picture. Once the mission is defined, it can be translated into a team-wide purpose—a clearly defined statement of why that team’s work is important and how it fits into the organizational mission.

Starting from purpose is key to keeping the team motivated and providing them with task significance that helps them stay focused when the day-to-day tasks get tedious or strenuous. But starting from purpose also helps teams deal with change. Changes are going to happen to the team—internal and external changes are going to force the team to pivot. But if everyone on the team has a clear picture of the team-wide purpose, then they can pivot quickly and still trust they’re making progress on their purpose.

Step 2: Establish Priorities

The second step in how to get a team aligned is establishing priorities. Once the end goal is defined, the team can turn its attention to getting there. Any project carries with it dozens of tasks and subtasks that have to be arranged in a specific order—and that bring with them a certain level of importance. That’s what establishing priorities is all about. Once the tasks are identified, they should be ranked in order of importance. This ranking should be communicated to the team, so everyone understands what tasks are most important and what they should be working on.

Just like starting from purpose, establishing priorities helps keep the team focused and updated on changes. When those inevitable changes happen, they may or may not affect the ranking of priorities. So, in the face of changes, leaders need to be clear on what tasks stay critical, what new tasks are important, and what tasks were lowered. In this way, keeping priorities clear is vital to keeping a team aligned.

Step 3: Set Team Goals

The third step in how to get a team aligned is setting team goals. With purpose in focus and priorities set, it’s time to map out how the team will act on their plan. Some teams use complex metrics like KPIs and OKRs. But if you don’t know what either acronym stands for that’s okay. Fundamentally, setting team goals involves working backwards from completion and creating milestones that will be used to monitor progress, provide feedback, and create moments of celebration.

Whatever system is used, leaders need to ensure people know what the most important goals are, as well as how they’re being measured. And leaders need to ensure people know what is expected of them and by when, and how it fits into the series of cascading goals. This makes holding teammates accountable for performance easier—but it also makes it easier for everyone to celebrate their own wins and the wins of their teammates.

Step 4: Hold Regular Huddles

The fourth step in how to get a team aligned is holding regular huddles. Huddles are the quick meetings team members have on a regular basis to “work out loud” and keep everyone updated on progress and potential roadblocks. It helps keep everyone on the same page and ensures that everyone is aware of what is happening. How often these huddles happen depends on the team and the project.

Regardless of frequency, one easy format for leaders to adopt in their huddles centers around three questions: what did I just complete?, what am I focused on next?, and what is blocking my progress? When each person on the team provides an answer to each question, then everyone on the team gets a status update, gets to know how their work fits into the work of others, and gets to ask for and offer help across the team.

Step 5: Check-in Often

The final step in how to get a team aligned is checking in often—and this happens on the individual level from leaders to individual teammates. Check-ins help leaders keep tabs on progress, give coaching, and align individual goals with team and organizational goals. And Check-Ins keep team members motivated and ensure that everyone is working towards the same goals.

In addition to team-wide huddles, regular one-on-one meetings should be held with team members to discuss progress, challenges, and individual goals. Leaders should encourage transparency and honesty during these meetings. This helps them understand what is happening and how they can help. This is also a great time to have more forward-looking conversations about the individual’s career goals and ambitions and how the current projects can help serve as development opportunities for them. The information gathered during Check-In meetings can be used to get team members more meaningful work and keep them motivated.

Team alignment is crucial for the success of any team. By starting from purpose, establishing priorities, setting team goals, holding regular huddles, and checking in often at the individual level, leaders can keep their team aligned and performing at their best. An aligned team is a team that helps everyone do their best work ever.

Image credit: Pixabay

Originally published at https://davidburkus.com on June 19, 2023

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Four Ways To Empower Change In Your Organization

Four Ways To Empower Change In Your Organization

GUEST POST from Greg Satell

In 1957, Ken Olsen founded Digital Equipment Corporation (DEC) with his MIT classmate, Harlan Anderson, and by the 1960s, the company had pioneered the minicomputer revolution. Much cheaper than IBM mainframes, but still powerful enough to be useful, these machines helped make DEC one of the world’s leading technology companies.

Hailed as a visionary, Olson was named “America’s most successful entrepreneur” by Fortune magazine in 1986. Yet as AnnaLee Saxenian explained in Regional Advantage, by that time the minicomputer industry was already being disrupted by PC’s and DEC would never recover. It was acquired by Compaq in 1998.

The truth is that everybody gets disrupted eventually, even a visionary entrepreneur like Olsen. What makes the difference is whether you are able to chart a new path. That takes more than merely being smart and ambitious, you need to empower change from within. It’s never easy, but there are some basic principles that can help you reinvent your organization.

1.Identify A Keystone Change

Much like DEC in the 80s, by the 1990s IBM had hit hard times. Squeezed between low cost PC’s made by firms like Compaq, Intel based servers and a software industry dominated by Microsoft, IBM was near bankruptcy. Many observers, both inside and outside the company, thought that it should be broken up.

Yet its incoming CEO, Lou Gerstner, saw things differently. As a former customer, he knew how important IBM was to running critical business processes of large organizations. As he talked to other customers, he found they felt the same way. In fact, they were terrified of IBM being broken up. If he could refocus the company on fulfilling that need, he could save it.

That was easier said than done though. IBM had a hardwired culture of “if it was a good idea, we would have already done it” that had been ingrained over decades. So he needed to identify a keystone change — one that would be clear and tangible, involve multiple stakeholders and pave the way for future change — to make a transformation possible.

So Gerstner built a new business model aimed at the customers’ “stack of business processes” rather than its own “stack of proprietary technologies.” That led to a successful new service business, an e-business initiative and a new line of Linux based servers. Within a few years, he had achieved one of the greatest turnarounds in corporate history.

2. Empower Change Agents

Probably the greatest misconception about change is that a leader can force it through. Even as skilled an executive like Lou Gerstner needed others to actually implement the changes at IBM, his role was mostly to inspire belief that it could be done. The truth is that you can’t force change. You need need to attract rather than try to overpower.

As Zeynep Ton explains in The Good Jobs Strategy, when the recession hit in 2008, Mercadona, Spain’s leading discount retailer, needed to cut costs. But rather than cutting wages or reducing staff, they asked their employees to contribute ideas. The result was that the company managed to reduce prices by 10% and increased their market share from 15% to 20% between 2008 and 2012

Or consider England’s National Health Service, a truly mammoth organization of with 1.3 million employees serving 54 million citizens. In 2013 it introduced Change Day, on which employees pledge to do one thing to improve the life of patients. In that first year there were 189,000 pledges for action and that figure rose to 800,000 in the second year.

Many of the initiatives were small, but multiplied by hundreds of thousands, it has created a significant impact. As Helen Bevan, Chief Transformation Officer for the NHS Horizons team put it to me, “Programmatic methods have their place, but if you want to create change on a truly massive scale, a top-down approach on its own doesn’t work so well. You need to get people invested in change. They have to own it.”

3. Network Your Movement

When Rick Warren first arrived in Orange County, California in 1979, he saw the opportunity to build a new kind of church. He had spent three months going door-to-door and found that while many residents identified themselves as christians, they found church services boring and irrelevant. So he began to cater his services and programs to meet their needs.

Today, his Saddleback Church is one of the largest congregations in the world, with 20,000 people attending sermons every week. Yet looks can be deceiving. What makes Warren such a powerful force isn’t those massive weekend services, but the thousands of small prayer groups that that meet during the week.

We tend to think of effective leaders as solitary figures, able to compel action through sheer force of will, but actually they are shrewd managers of complex ecosystems and that’s key to how they are able to empower transformational change. Martin Luther King Jr., for example, didn’t lead the charge for civil rights alone, but as one of the Big Six. In much the same way, Nelson Mandela had to build consensus among many competing interests within the African National Congress.

Today IBM, having had its core business disrupted by the cloud, is taking a network approach to quantum computing. Rather than having its scientists work alone in secret labs, it has set up a Q Network of leading companies, startups, academic institutions, and national research labs to advance the technology.

4. Survive Victory

The most important thing to remember is that the battle against disruption never ends. All too often, an initial victory soon reverses itself. Many turnaround efforts see some initial improvement as excitement about a new direction motivates people to perform better, then dissipates as harsh realities take hold.

The case of Ken Olsen and DEC provides some insight into why this happens. While he was hailed as a visionary leader, the minicomputer revolution he spawned was rooted in a particular technology. When that technology ceased to be compelling, as always happens eventually, his company could no longer compete effectively.

Now consider what Irving Wladawsky-Berger, one of Gerster’s key lieutenants, told me about IBM’s historic turnaround. “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… 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 why, as I explain in my book Cascades, it’s critical that you make a plan to survive victory and that plan must be rooted in fundamental values rather than in a particular strategy or set of tactics. To overcome disruption for the long-term, you need to not just transform the organization but, more importantly, the fundamental beliefs that drive it.

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

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Just Start Already

Just Start Already

GUEST POST from Mike Shipulski

You’re not missing anything. It’s time to start.

Afraid to fail? Start anyway.

Don’t have the experience? Well, you won’t be able to say that once you start.

Just start. It’s time.

Don’t have the money? Start small. And if that won’t work, start smaller.

Start small, but start.

Worried about what people might say? There’s only one way to know, so you might as well start.

You’re not an imposter. It’s time to start.

Waiting isn’t waiting, it’s a rationalization to block yourself from starting.

Here’s a rule: If you don’t start you can’t finish.

The only thing in the way of starting is starting.

The fear of success is the strongest stopper of starting. Be afraid of success, and start.

There’s never a good time to start, but there’s always a best time – now.

Worried about the negative consequences of starting? Be worried, and start.

Don’t think you have what it takes? The only way to know for sure is to start.

There’s no way around it. Starting starts with starting.

Image credit: Unsplash

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Manage Every Moment

Manage Every Moment

GUEST POST from Shep Hyken

I just heard an excellent motivational speaker, Antonio Neves, and one of his messages was called “The Last 30 Days.” He talked about visiting a marriage counselor with his wife, where they were asked to consider the question: Looking back over the last 30 days, if you asked your spouse to marry you again, would they say yes?

He then spun that question to business and specifically talked about employment. That version goes like this: Looking back over the last 30 days, would your boss rehire you?

When I do annual reviews of my team, one of the questions I ask myself is, “Based on the past year, would I be excited to hire this employee again?” It’s the same type of question. The point is that we validate our decisions based on our experiences in both our personal and professional lives.

So, let’s take it to the customer service and CX world. However, we aren’t going to look back for a year or even 30 days. We aren’t going to look back at all. We’re going to look at what’s happening right now, at this very moment. My version of this is what I refer to as the Loyalty Question: What am I doing right now that will make this customer want to do business with us again the next time they need what we sell?

Every interaction with a customer becomes your CX judgment day, especially when there is a problem or complaint. It doesn’t matter how long you’ve done business and how perfect the experience has been. The moment there is a negative issue, it becomes judgment day. Someone could have done business with you for 10 years, but when a problem or friction arises, that moment is your opportunity to earn the right to continue to do business with that customer for another 10 years.

The point of all these ideas – 30 days, one year, or even today – is about managing the moment, whether it be multiple moments over an extended period or the moment you’re experiencing right now. We must be focused and attentive to what’s happening at that moment. Jan Carlson, who I’ve written about and talked about since the beginning of my career, came up with the ultimate concept for successfully managing these interactions. He calls it the Moment of Truth, and this is how he defines it: Anytime a customer comes into contact with any aspect of a business, however remote, they have an opportunity to form an impression.

Manage every moment! These are the interactions that make our customers say, “I’ll be back!”

Image Credits: Shep Hyken, Pexels

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What’s Next?

What's Next?

GUEST POST from Mike Shipulski

Anonymous: What do you think we should do next?

Me: It depends. How did you get here?

Anonymous: Well, we’ve had great success improving on what we did last time.

Me: Well, then you’ll likely do that again.

Anonymous: Do you think we’ll be successful this time?

Me: It depends. If the performance/goodness has been flat over your last offerings, then no. When performance has been constant over the last several offerings it means your technology is mature and it’s time for a new one. Has performance been flat over the years?

Anon: Yes, but we’ve been successful with our tried-and-true recipe and the idea of creating a new technology is risky.

Me: All things have a half-life, including successful business models and long-in-the-tooth technologies, and your success has blinded you to the fact that yours are on life support. Developing a new technology isn’t risky. What’s risk is grasping tightly to a business model that’s out of gas.

Anon: That’s harsh.

Me: I prefer “truthful.”

Anon: So, we should start from scratch and create something altogether new?

Me: Heavens no. That would be a disaster. Figure out which elements are blocking new functionality and reinvent those. Hint: look for the system elements that haven’t changed in a dog’s age and that are shared by all your competitors.

Anon: So, I only have to reinvent several elements?

Me: Yes, but probably fewer than several. Probably just one.

Anon: What if we don’t do that?

Me: Over the next five years, you’ll be successful. And then in year six, the wheels will fall off.

Anon: Are you sure?

Me: No, they could fall off sooner.

Anon: How do you know it will go down like that?

Me: I’ve studied systems and technologies for more than three decades and I’ve made a lot of mistakes. Have you heard of The Voice of Technology?

Anon: No.

Me: Well, take a bite of this – The Voice of Technology. Kevin Kelly has talked about this stuff at great length. Have you read him?

Anon: No.

Me: Here’s a beauty from Kevin – What Technology Wants. How about S-curves?

Anon: Nope.

Me: Here’s a little primer – Beyond Dead Reckoning. How about Technology Forecasting?

Anon: Hmm. I don’t think so.

Me: Here’s something from Victor Fey, my teacher. He worked with Altshuller, the creator of TRIZ – Guided Technology Evolution. I’ve used this method to predict several industry-changing technologies.

Anon: Yikes! There’s a lot here. I’m overwhelmed.

Me: That’s good! Overwhelmed is a sign you realize there’s a lot you don’t know. You could be ready to become a student of the game.

Anon: But where do I start?

Me: I’d start Wardley Maps for situation analysis and LEANSTACK to figure out if customers will pay for your new offering.

Anon: With those two I’m good to go?

Me: Hell no!

Anon: What do you mean?

Me: There’s a whole body of work to learn about. Then you’ve got to build the organization, create the right mindset, select the right projects, train on the right tools, and run the projects.

Anon: That sounds like a lot of work.

Me: Well, you can always do what you did last time. END.

Image credit: Unsplash

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Eight Innovation Executive Types

Eight Innovation Executive Types

GUEST POST from Stefan Lindegaard

Don’t put your leaders in boxes, but don’t ignore the signs neither. Look for traits, behaviors and action – or lack there or. Use the insight to make your leaders and executive teams – and thus your organization – even better at shaping the future.

1. No problem

‪The best scenario = executives who understand, get personally involved‬. Hint: Influence, upgrade other executives, key people together

2. No need

If someone really thinks innovation is not needed, you’re in trouble. Hint: Analyze reasons, consider actions – if any (just walk away?)

3. No results

Been there. It’s not worth it. Hint: Get small wins, back up with data, build credibility

4. No time

Sorry, but day-to-day activities are more important. Hint: Align initiatives, everyone wins w/o extra time needed

5. No money

Minimum budgets for execution, corporate capabilities. Hint: Focus on people, show ROI

6. Talk but no walk

Many talk the talk, but don’t walk the walk. Hint: Proof there is more talk than walk, constructive confrontation

7. No responsibility

Talk with Sandra. That’s why she’s our CIO. Hint: It’s is everyone’s responsibility, align initiatives

8. No clue

Sorry, no training on this. I don’t know how it works. Hint: You can work with this, upgrade and support

Thoughts?

Stefan Lindegaard Eight Innovation Executive Types

Image Credit: Stefan Lindegaard, Pexels

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Is AI Saving Corporate Innovation or Killing It?

Is AI Saving Corporate Innovation or Killing It?

GUEST POST from Robyn Bolton

AI is killing Corporate Innovation.

Last Friday, the brilliant minds of Scott Kirsner, Rita McGrath, and Alex Osterwalder (plus a few guest stars like me, no big deal) gathered to debate the truth of this statement.

Honestly, it was one of the smartest and most thoughtful debates on AI that I’ve heard (biased but right, as my husband would say), and you should definitely listen to the whole thing.

But if you don’t have time for the deep dive over your morning coffee, then here are the highlights (in my humble opinion)

Why this debate is important

Every quarter, InnoLead fields a survey to understand the issues and challenges facing corporate innovators.  The results from their Q2 survey and anecdotal follow-on conversations were eye-opening:

  • Resources are shifting from Innovation to AI: 61.5% of companies are increasing the resources allocated to AI, while 63.9% of companies are maintaining or decreasing their innovation investments
  • IT is more likely to own AI than innovation: 61.5% of companies put IT in charge of exploring potential AI use cases, compared to 53.9% of Innovation departments (percentages sum to greater than 0 because multiple departments may have responsibility)
  • Innovation departments are becoming AI departments.  In fact, some former VPs and Directors of Innovation have been retitled to VPs or Directors of AI

So when Scott asked if AI was killing Corporate Innovation, the data said YES.

The people said NO.

What’s killing corporate innovation isn’t technology.  It’s leadership.

Alex Osterwalder didn’t pull his punches and delivered a truth bomb right at the start. Like all the innovation tools and technologies that came before, the impact of AI on innovation isn’t about the technology itself—it’s about the leaders driving it.

If executives take the time to understand AI as a tool that enables successful outcomes and accelerates the accomplishment of key strategies, then there is no reason for it to threaten, let alone supplant, innovation. 

But if they treat it like a shiny new toy or a silver bullet to solve all their growth needs, then it’s just “innovation theater” all over again.

AI is an Inflection Point that leaders need to approach strategically

As Rita wrote in her book Seeing Around Corners, an inflection point has a 10x impact on business, for example, 10x cheaper, 10x faster, or 10x easier.  The emergence and large-scale adoption of AI is, without doubt, an inflection point for business.

Just like the internet and Netscape shook things up and changed the game, AI has the power to do the same—maybe even more. But, to Osterwalder’s point, leaders need to recognize AI as a strategic inflection point and proceed accordingly. 

Leaders don’t need to have it all figured out yet, but they need a plan, and that’s where we come in.

This inflection point is our time to shine

From what I’ve seen, AI isn’t killing corporate innovation. It’s creating the biggest corporate innovation opportunity in decades.  But it’s up to us, as corporate innovators, to seize the moment.

Unlike our colleagues in the core business, we are comfortable navigating ambiguity and uncertainty.  We have experience creating order from what seems like chaos and using innovation to grow today’s business and create tomorrow’s.

We can do this because we’ve done it before.  It’s exactly what we do,

AI is not a problem.  It’s an opportunity.  But only if we make it one.

AI is not the end of corporate innovation —it’s a tool, a powerful one at that.

As corporate innovators, we have the skills and knowledge required to steer businesses through uncertainty and drive meaningful change. So, let’s embrace AI strategically and unlock its full potential.

The path forward may not always be crystal clear, but that’s what makes it exciting. So, let’s seize the moment, navigate the chaos, and embrace AI as the innovation accelerant that it is.

Image Credit: Pixabay

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