How Consensus Kills Innovation

GUEST POST from Greg Satell

“I hate consensus,” legendary Silicon Valley coach Bill Campbell used to growl. The problem, as the authors explain in the book, Trillion Dollar Coach, wasn’t that he didn’t want people to get along, but that an easy consensus often leads to groupthink and inferior decisions. It’s often just easier to fall in line than to engage in vigorous debate.

Research bears this out. In one study where college students were asked to solve a murder mystery, homogenous groups that formed an easy consensus felt more successful, but actually performed worse than more diverse teams that argued and voiced different viewpoints. When everybody agrees, nobody questions.

Make no mistake. If an idea is big enough, some people aren’t going to like it. Some will argue against it passionately and others may even try and actively undermine it. Yet rather than working to silence those voices, we need to learn to bring them to the fore. That’s how we can test our assumptions, consider other alternatives and, ultimately, come up with better ideas.

The Dangers of Consensus

Whenever the Harlem Globetrotters play the Washington Generals, there’s no doubt what the outcome will be, because the point isn’t to have a genuine contest. The games are essentially theatre set up to entertain the audience. All too often, we set up meetings in very much the same way — designed to reach a particular conclusion for the sake of expediency.

Unfortunately, leaders have strong incentives to drive quickly toward a consensus. Listening to dissenting views takes time and energy and we want to get things done quickly and move forward. So, it’s tempting to stock the room with people who are already on board and present the idea as a fait accompli.

Even if a leader isn’t consciously designing meetings for consensus, dissenting views can get squelched. In a famous series of conformity studies done in the 1950s, it was shown that we have a strong tendency to agree with the majority opinion even if it is obviously wrong. Subsequent research has generally confirmed the findings.

The truth is that majorities don’t just rule, they also influence. We can’t count on one or two lone voices having the courage to speak up. That’s why it’s not enough to simply listen to dissenting views, we must actively seek them out.

Uncovering Dissent

The biggest mistake a leader can make is to assume that they have somehow built a culture that is so unique, and that people feel so secure that they will voice their true views. We have to design for debate—it won’t just happen on its own—and there are several techniques that can help us do that.

The first is changing meeting structure. If the most senior person in the meeting voices an opinion, others will tend to fall in line. So, starting with the most junior person and then working up will encourage more debate. Another option is to require everyone to voice an opinion, either through a document or a conversation with a senior leader, before the meeting starts.

Another strategy that is often effective is called a pre-mortem analysis. Similar to a post-mortem analysis in which you try to figure out what went wrong, in a pre-mortem you assume a project has failed in the future and try to guess what killed it. It’s a great way to surface stuff you might have missed.

A third option is to set up a red team. This is an independent group whose sole purpose is to poke holes in a plan or a project. For example, while planning the Osama bin Laden Raid, a red team was set up to look at the same evidence and try to come up with different conclusions. They were able to identify a few key weaknesses in the plan that were then corrected.

Overcoming Opposition

While opening up a healthy discussion around dissenting views helps drive innovation forward, ignoring opposition can lead to its demise. Every significant innovation represents change, which creates winners and losers. There will always be some who will be so vehemently opposed that they will try to undermine an innovation moving forward.

Since my book Cascades was published, I’ve had the opportunity to work with a number of organizations working to drive transformation and have been amazed how reticent many are to identify entrenched opposition and build a strategy to overcome it. Often, they aren’t willing to admit that opposition is relevant or even that it exists at all.

Unlike those who merely have dissenting views, but share objectives and values with the transformation team, entrenched opposition wants to stop change in its tracks. For example, as I have previously noted, it was internal opposition, chiefly from franchisees and shareholders, not a lack of strategy or imagination, that killed Blockbuster Video.

That’s why, much like dissenting views, it’s important to bring opposition to the fore. In Blockbuster’s case, there were various actions that management could have taken to mollify the opposition and address some of the concerns. That wouldn’t have guaranteed success, but it would have made it far more likely.

Innovation Must Be Led

Steve Jobs was, by all accounts, a mediocre engineer. It was his passion and vision that made Apple the most valuable company on the planet. In a similar vein, there were plenty of electric car companies before Tesla, but Elon Musk was the first who showed that the technology can succeed in the marketplace.

Can you imagine what would have happened if Jobs had the iPhone designed by a committee? Or if Musk had put Tesla’s business plan to a vote? It’s hard to see either having had much success. What we would have ended up with is a watered-down version of the initial idea.

Yet all too often, managers seek out consensus because it’s easy and comfortable. It’s much harder to build a culture of trust that can handle vigorous debate, where people are willing to voice their opinions and listen to those of others without it getting personal. That, however, is what innovative cultures do.

Big ideas are never easy. Almost by definition, they are unlikely, fraught with risk and often counterintuitive. They need champions to inspire and empower beliefs around them. That’s why leadership drives innovation and consensus often kills it.

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

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Recognizing and Rewarding Employee Contributions

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Recognizing and Rewarding Employee Contributions

GUEST POST from Chateau G Pato

Employee recognition plays a crucial role in fostering a positive workplace culture, enhancing morale, and driving engagement. This article explores the importance of recognizing and rewarding employee contributions while showcasing two remarkable case studies that illuminate best practices in action.

The Importance of Recognition

Recognition is not merely a feel-good exercise; it is a strategic component of successful organizations. According to a Gallup study, companies that prioritize employee recognition can increase their profitability by up to 21%. When employees feel valued, they are more likely to be engaged, productive, and loyal.

Case Study 1: Google

Background: Google is known for its innovative workplace culture, which fosters creativity and recognizes employee contributions.

Approach: Google implements a variety of recognition programs, including peer recognition platforms and the famous “kudos” system, which allows employees to publicly acknowledge their peers’ efforts.

Impact: In a study conducted by Google on employee engagement, teams that participated actively in recognition programs reported a 50% increase in collaboration and a 70% increase in employee satisfaction. Employees felt empowered to contribute their ideas, leading to increased innovation.

Case Study 2: Zappos

Background: Zappos has cultivated a strong culture centered around customer service and employee happiness.

Approach: Zappos has a unique recognition program called “Zollars,” where employees earn points for demonstrating the company’s core values. These points can be redeemed for various rewards, including gift cards and experiences.

Impact: A post-implementation survey showed that Zappos employees felt more valued and connected to the company’s mission, with over 80% reporting increased job satisfaction. This program also led to a 20% reduction in turnover rates, showcasing the long-term benefits of effective employee recognition.

Strategies for Effective Recognition

To ensure effective recognition, organizations should focus on personalization, timeliness, and inclusivity. Formal recognition programs should complement informal tactics, allowing employees to be recognized in a manner that resonates most with them.

Furthermore, recognition should be tied to meaningful contributions aligned with the company’s values and goals. Here are some practical strategies:

Regular Feedback: Encourage managers to provide frequent feedback and acknowledgment of contributions. Tools like Lattice or 15Five can facilitate this process.
Peer Recognition: Create a system where employees can recognize each other’s work and achievements through platforms like Bonusly.
Celebrate Milestones: Recognize both professional and personal milestones to show employees they are valued as whole individuals.

Pitfalls to Avoid

While recognition is beneficial, common pitfalls include inconsistency, lack of clarity on contribution criteria, and overlooking remote employees. To mitigate these issues, organizations should strive for transparency and inclusiveness in their recognition practices.

Conclusion

Recognizing and rewarding employee contributions is essential for cultivating an engaged and motivated workforce. By examining organizations like Google and Zappos, we can see that tailored recognition programs not only enhance job satisfaction but also drive performance and loyalty. As leaders, it is our responsibility to create a culture that values every contribution, fostering an environment where innovation and excellence can thrive.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Pexels

Guest AI: Grok

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Land Mines of Intrapreneurship

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Land Mines of Intrapreneurship

GUEST POST from Arlen Meyers, M.D.

Entrepreneurship is the pursuit of opportunity under VUCA (volatile, uncertain, complex and ambiguous) conditions with the goal of creating user/stakeholder defined value through the deployment of innovation using a VAST business model.

Intrapreneurs are employees trying to act like entrepreneurs within their organizations or non-profits. Here is the textbook of physician intrapreneurship.

Here is how to get your ideas noticed:

If you are trying to develop and deploy an AI solution in your sickcare organization, have you answered these questions?

Here are some reasons why your initiative will fail.

Do you have a VAST edupreneur business model?

Studies show that around 60 to 80% of new products fail. The same is probably true for programs and new educational offerings. It is difficult to determine the exact number of unreported cases, because who would like to talk about his innovation flops? The odds are against you.

So, what are the landmines to detect and avoid?

You did not do your homework because you where unwilling, unable to do so ,or ,you do not have an entrepreneurial mindset and think because you already have 2 people who said they were interested that you could forge ahead.
You did not have an exit strategy.
You did not read the field manual.
You don’t have the right sponsor with staying power.
You tried to bite off more than your stakeholders are willing or able to chew.
You are a bad rebel and chalk it up to “being authentic.”
You do not have the right clinical champions on board.
You have empty seats on the bus or the wrong people sitting in them.
You are making these rookie intrapreneur mindset mistakes.
You are not addressing the dysfunction of teams.
You are not aligned with your organization’s strategy or vision.
You are working in the wrong place with a toxic or fixed culture or for the wrong person.
You don’t have an innovation strategy
You don’t get sales and marketing
You didn’t ask and answer these four questions before you started
If you’ve got a major change on the horizon, here’s how to avoid three of the most common saboteurs of company transformation. First, understand that significant change will be harder than you think it will be to achieve. Next, be realistic about your organization’s capacity to implement changes. Finally, make sure your organization understands how and why the transformation is important to you.
You have not learned how to win at Survivor 1) Don’t expect friendship. Invest in relationships outside your company to meet your emotional needs; 2) Manage sideways. Your reputation with your peers becomes an important factor as you’re being considered for senior ranks; and 3) Hone your political skills.

If you get too far ahead of your troops, it is hard to tell the difference between you and the enemy. De-risk yourself. Be careful out there.

Image credit: Pixabay

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Consumer Behavior and Eco-Friendly Products

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Consumer Behavior and Eco-Friendly Products

GUEST POST from Art Inteligencia

In an era of increasing environmental awareness, consumers are making increasingly informed choices influenced by sustainability. This article delves into the transforming behaviors surrounding eco-friendly products and outlines how businesses can capitalize on these shifts.

The Rise of Eco-Conscious Consumers

According to Nielsen’s report (2015), 66% of consumers are willing to pay more for sustainable brands, highlighting a significant shift towards eco-conscious purchasing. Factors influencing this trend include increased environmental education via social media and the impact of climate change.

Case Study 1: Unilever’s Sustainable Living Plan

Background

Unilever, a multinational consumer goods giant, initiated its Sustainable Living Plan in 2010 for a dual purpose: to reduce environmental impact while enhancing societal contribution.

Transformation

With this strategy, Unilever introduced numerous eco-friendly product lines, such as biodegradable cleaning agents and sustainably sourced personal care items. A year-on-year sales increase of 50% in sustainable brands showcases the potent market potential for responsibly sourced products.

Conclusion

Unilever’s integration of sustainability into its overarching strategy demonstrates how corporations can profit while promoting environmental stewardship, serving as a model for others in the industry.

Case Study 2: Tesla’s Electric Cars

Background

Tesla Motors has disrupted the traditional automotive industry by presenting electric vehicles (EVs) as a viable and desirable alternative to gas-powered vehicles.

Transformation

By aligning its brand with sustainability, Tesla has nurtured a strong, loyal consumer base that prioritizes environmental responsibility, leading to record-breaking sales figures and compelling other auto manufacturers to integrate more sustainable practices.

Conclusion

Tesla’s proactive approach to eco-friendliness not only fuels its consumer base but also reshapes industry standards, encouraging competitors to innovate in sustainability.

Conclusion

Engaging with consumer behavior concerning eco-friendly products is paramount for businesses in the contemporary marketplace. Companies that position themselves alongside consumer values related to sustainability can drive growth while contributing to a healthier planet. Ultimately, alignment with eco-consciousness can mean a notable competitive advantage.

Sources: Nielsen Global Sustainability Report (2015), Unilever Sustainable Living Report.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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The Importance of Diversity in Innovation Teams

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The Importance of Diversity in Innovation Teams

GUEST POST from Chateau G Pato

In a world defined by rapid change and complexity, innovation is the engine of progress. But what powers innovation? The answer lies in diversity—the rich tapestry of perspectives, experiences, and ideas that diverse teams bring to the table. Diversity in innovation teams is not a luxury; it’s a necessity for creating solutions that resonate with a global audience. Diverse teams challenge assumptions, uncover blind spots, and spark breakthroughs that homogenous groups often overlook. In this article, we’ll explore why diversity is critical to innovation, examine two powerful case studies, and offer practical steps for building inclusive teams that drive human-centered change.

Why Diversity Fuels Innovation

Diversity in innovation teams encompasses more than demographics like race, gender, or age. It includes cognitive diversity—different ways of thinking and problem-solving—as well as socioeconomic, geographic, and professional diversity. This multifaceted approach ensures that teams approach challenges from multiple angles, leading to more creative and effective solutions. A 2015 McKinsey study found that companies in the top quartile for racial and ethnic diversity were 15% more likely to achieve above-average financial returns, while those with gender diversity were 25% more likely to outperform their peers.

But the benefits go beyond numbers. Diverse teams foster psychological safety, where team members feel empowered to share bold ideas without fear of judgment. This environment is critical for human-centered innovation, which relies on empathy to address the needs of diverse audiences. However, diversity alone isn’t enough—organizations must cultivate inclusion to ensure every voice is heard and valued. Without inclusion, diversity can lead to conflict or disengagement, undermining innovation efforts.

Case Study 1: IBM’s Design Thinking Transformation

In the early 2010s, IBM faced a challenge: how to stay competitive in a fast-evolving tech landscape. The company turned to design thinking, a human-centered approach to innovation, and prioritized diversity in its teams. IBM assembled cross-functional groups that included engineers, designers, data scientists, and marketers from diverse cultural, racial, and professional backgrounds. These teams were trained to empathize with users, define problems collaboratively, and prototype solutions iteratively.

The impact was profound. Diverse teams helped shape IBM’s Watson AI platform, ensuring its applications—particularly in healthcare—addressed the needs of varied patient populations. For example, insights from team members with international healthcare experience led to features that supported multilingual patient interactions, improving accessibility. By 2018, IBM reported a 300% increase in ROI for design-driven projects, with diverse teams credited for identifying user needs that might have been missed by less varied groups.

“Our diverse teams brought perspectives that challenged our assumptions and made Watson a truly global solution,” said Phil Gilbert, former President of IBM Design. “Inclusion was the key to unlocking their potential.”

[Image: A diverse IBM team collaborates in a design thinking workshop, using sticky notes and whiteboards to map user journeys. Alt text: A group of professionals from varied backgrounds brainstorming around a whiteboard filled with colorful sticky notes.]

Case Study 2: Procter & Gamble’s Connect + Develop Program

Procter & Gamble (P&G) revolutionized its innovation strategy with its Connect + Develop program, launched in the early 2000s. The initiative sought external partnerships to co-create products, and diversity was at its core. P&G formed teams that blended internal employees with external experts from startups, academia, and global communities, representing diverse industries, cultures, and socioeconomic backgrounds. This approach disrupted P&G’s traditional thinking and led to groundbreaking innovations.

The Swiffer product line is a prime example. A diverse team of chemists, marketers, and external designers from varied cultural contexts collaborated to address unmet consumer needs for convenient cleaning. Insights from team members with experience in emerging markets ensured the Swiffer was affordable and practical for a wide range of households. The result? Swiffer became a $1 billion brand within a few years, contributing to P&G’s reported 50% innovation success rate through Connect + Develop.

“Diversity gave us a window into consumer needs we hadn’t seen before,” said Laura Becker, a former P&G innovation leader. “Our global team members brought ideas that transformed our approach.”

[Image: A Swiffer product prototype being tested by a diverse focus group in a real-world setting. Alt text: A group of people from different backgrounds testing a Swiffer mop in a home environment.]

Overcoming Challenges in Diverse Teams

While diversity drives innovation, it can also present challenges. Differing perspectives may lead to conflict, and unconscious bias can hinder inclusion. To address these issues, organizations must invest in training to mitigate bias, establish clear communication norms, and promote active listening. Leaders should also set shared goals to align diverse teams around a common purpose, ensuring that differences become a source of strength rather than division.

Building Diverse Innovation Teams: Practical Steps

Creating diverse, inclusive innovation teams requires intentional action. Here are five practical steps to get started:

Recruit with Purpose: Actively seek talent from underrepresented groups and diverse disciplines to build a robust talent pipeline.
Foster Psychological Safety: Create a culture where team members feel safe to share ideas and take risks, using tools like anonymous feedback systems.
Use Human-Centered Frameworks: Adopt design thinking or similar approaches to focus on empathy and user needs, leveraging diversity to understand varied audiences.
Train for Inclusion: Provide regular training on unconscious bias and inclusive leadership to ensure all voices are valued.
Measure and Celebrate Success: Track diversity metrics and celebrate innovations driven by diverse teams to reinforce their value.

By implementing these steps, organizations can harness the full potential of diversity to drive innovation that resonates with a global market.

Conclusion: A Call to Action

Diversity is the cornerstone of innovation in a connected world. The case studies of IBM and P&G demonstrate that diverse teams deliver measurable results—higher ROI, breakthrough products, and solutions that serve diverse audiences. But building such teams requires commitment. As leaders, we must challenge ourselves to recruit inclusively, foster psychological safety, and leverage human-centered tools to unlock creativity. The future of innovation depends on our ability to embrace the full spectrum of human potential. Start today—audit your teams, identify gaps in diversity, and take action to build a more inclusive innovation culture.

Image credit: Pexels

Guest AI: Grok

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Now is the Time to Design Cost Out of Our Products

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Now is the Time to Design Cost Out of Our Products

GUEST POST from Mike Shipulski

With inflation on the rise and sales on the decline, the time to reduce costs is now.

But before you can design out the cost you’ve got to know where it is. And the best way to do that is to create a Pareto chart that defines product cost for each subassembly, with the highest cost subassemblies on the left and the lowest cost on the right. Here’s a pro tip – Ignore the subassemblies on the right.

Use your costed Bill of Materials (BOMs) to create the Paretos. You’ll be told that the BOMs are wrong (and they are), but they are right enough to learn where the cost is.

For each of the highest-cost subassemblies, create a lower-level Pareto chat that sorts the cost of each piece-part from highest to lowest. The pro tip applies here, too – Ignore the parts on the right.

Because the design community designed in the cost, they are the ones who must design it out. And to help them prioritize the work, they should be the ones who create the Pareto charts from the BOMs. They won’t like this idea, but tell them they are the only ones who can secure the company’s future profits and buy them lots of pizza.

And when someone demands you reduce labor costs, don’t fall for it. Labor cost is about 5% of the product cost, so reducing it by half doesn’t get you much. Instead, make a Pareto chart of part count by subassembly. Focus the design effort on reducing the part count of subassemblies on the left. Pro tip – Ignore the subassemblies on the right. The labor time to assemble parts that you design out is zero, so when demand returns, you’ll be able to pump out more products without growing the footprint of the factory. But, more importantly, the cost of the parts you design out is also zero. Designing out the parts is the best way to reduce product costs.

Pro tip – Set a cost reduction goal of 35%. And when they complain, increase it to 40%.

In parallel to the design work to reduce part count and costs, design the test fixtures and test protocols you’ll use to make sure the new, lower-cost design outperforms the existing design. Certainly, with fewer parts, the new one will be more reliable. Pro tip – As soon as you can, test the existing design using the new protocols because the only way to know if the new one is better is to measure it against the test results of the old one.

And here’s the last pro tip – Start now.

Image credit — aisletwentytwo

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Human Factors in Product Design

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Human Factors in Product Design

GUEST POST from Art Inteligencia

In product design, understanding human factors is essential to developing products that satisfy and meet the needs of users. By focusing on psychological, physical, and emotional aspects, designers can create innovative solutions that enhance user experience and drive market success. This article explores the significance of human factors through compelling case studies from leading companies.

Case Study 1: The Evolution of the Smartphone

Background

The smartphone market has transformed immensely, largely thanks to user-centric design principles adopted by industry giants like Apple and Samsung. As of 2023, smartphones accounted for over 78% of global mobile device usage, underscoring the importance of design in user satisfaction.

Human Factors Considerations

Companies prioritize factors such as ergonomics, screen size, and interface usability. Apple, for instance, minimized the number of taps required to perform functions, creating a seamless user experience that minimized friction.

Outcome

This approach enhanced user satisfaction rates, with Apple achieving a 90% customer satisfaction score as of the latest survey. By setting a design standard focused on real user needs, Apple garnered a significant share of the competitive smartphone market, estimated at 55% globally.

Case Study 2: IKEA’s Flat-Pack Furniture

Background

IKEA transformed the furniture retail landscape with its innovative flat-pack design, allowing consumers to easily transport and assemble items at home. In 2022, IKEA reported a 25% increase in sales due to its unique approach.

Human Factors Considerations

IKEA researched user interactions with furniture, analyzing factors like lifting capabilities and assembly understanding. Their user-friendly instruction manuals are designed to accommodate varying levels of technical skill and comprehension.

Outcome

The result was a product line that provided not only affordability and convenience but also an engaging customer experience. Surveys revealed that 82% of IKEA customers felt empowered by their ability to assemble their own furniture, fostering a sense of accomplishment and brand loyalty.

The Future of Human-Centered Design

As we move forward in a technology-driven world, the emphasis on human factors in product design is critical. By embracing human-centered design, companies can stimulate innovation and build products that emotionally resonate with their users.

In summary, integrating human factors into product design is not a choice, but a necessity for companies aiming for longevity and relevance in today’s competitive landscape. The success stories of industry leaders serve as a testament to the power of creating products that truly meet users’ needs.

Image credit: 1 of 850+ FREE quote slides for your meetings, presentations, keynotes and workshops at http://misterinnovation.com

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7 Tips for Creating a Great Content Experience

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7 Tips for Creating a Great Content Experience

GUEST POST from Shep Hyken

Content marketing is a sound strategy. Using email, texting, and social media, companies, and brands are taking advantage of an effective way to connect with customers. Most companies use content to deliver value-added information that gets customers excited about what they sell. That makes sense, but it’s limiting. Think beyond marketing and sales. You don’t just want people to buy your products and services. You want them to experience your company. Beyond what you sell, you want customers to know who you are, what you stand for, and more. A good content strategy helps make that happen.

Perhaps a better way to describe content marketing in this context is to rename it content experience. So, with that in mind, here are seven ways to create an experience that uses content beyond a sales pitch:

1. Get Customers Excited

This is ultimately what you want your customers to experience—excitement for your brand. Share the latest and greatest, and maybe even a sneak preview of what’s to come. Make them feel like they made the right decision to give you their contact information. Get them excited about you—and motivated to want to buy from you and evangelize your brand.

2. Educate the Customer

You might think this is about teaching the customer about your products and services, but there is more. For example, let’s say you sell sports shoes. Look beyond shoes and educate your customers about anything related to your industry. An intelligent customer makes better—and often easier—buying decisions.

3. Highlight Success Stories

Customers want a successful experience with your products, so why not share how other customers have experienced success? Showcase these examples. Turn them into case studies that customers can use to duplicate success. Let your customers tell their stories.

4. Let Customers Showcase the Best Way to Use Your Products

If you’re going to highlight success stories, consider letting your customers do the talking. In effect, these are third-party testimonials and endorsements that are worth far more than traditional paid advertising.

5. Create a Customer Support Forum Run by Customers

Create a place where customers can answer questions posed by other customers. Consumers who have problems or questions love to learn from their peers. By the way, you will want to moderate the responses and be there to comment, add information, and thank customers for their help.

6. Create Meaningful Conversations That Go Beyond What You Sell

Your content experience strategy shouldn’t be one-way. Don’t just post something (a short article, video, white paper, etc.) and walk away. Start a conversation. Ask questions that get your customers to respond and share their opinions, which will ideally lead to other customers chiming in with their thoughts. Then respond to these answers. This type of engagement can bond you with your customers.

7. Stand for Something That Creates a Bond with Your People

There are companies that are admired for their “give-back” strategies. These companies are often charitable. Or they have such a strong belief in a cause that they make it part of their publicly stated mission. It could be sustainability, diversity, and inclusion, or any other cause, charity, or important issue that might excite customers and resonate with them so much that it takes the relationship to something beyond a typical transaction of trading money for a product or service.

Content marketing becomes an experience when you go beyond sales and marketing and make it about the customer. If the content you share creates value for your customers, makes customers feel connected to you and your brand, or makes your customers smarter, you’ve crossed over from sales and marketing to the level of experience. Make your content strategy an experience.

This article originally appeared on Forbes

Image Credit: Shep Hyken

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Building Agile Teams in Uncertain Environments

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Building Agile Teams in Uncertain Environments

GUEST POST from Chateau G Pato

In today’s fast-paced and ever-changing world, organizations must be prepared to navigate uncertainty effectively. Building agile teams is not just about adopting new methodologies; it’s about fostering a culture of collaboration, adaptability, and resilience. This article will explore strategies for cultivating agile teams, supported by two compelling case studies.

Understanding Agile Teams

Agile teams are characterized by their ability to quickly adapt to changes in their environment and respond to evolving customer needs. The agile mindset prioritizes flexibility, continuous improvement, and rapid delivery, making it essential for organizations operating in uncertain environments.

Case Study 1: XYZ Corp’s Shift to Agility

Background

XYZ Corp, a leading software development company, faced declining product relevance due to rapidly changing market demands. The organization needed to shift from traditional project management to a more agile approach.

Implementation

XYZ Corp initiated a multi-pronged strategy:

Formation of cross-functional teams with end-to-end ownership of projects.
Implementation of Scrum methodologies, including daily stand-ups and sprint reviews.
Regular training sessions to instill agile principles and practices across all levels of the organization.

Results

Within six months, XYZ Corp witnessed a 50% increase in project delivery speed and a marked improvement in team morale. Employee feedback indicated a higher sense of ownership and engagement, leading to enhanced creativity and innovation.

Case Study 2: ABC Health’s Adaptive Strategies

Background

ABC Health, a healthcare provider, encountered unprecedented challenges during the global pandemic, forcing the organization to adapt rapidly to new healthcare protocols and patient needs.

Implementation

ABC Health adopted several strategic initiatives:

Creation of a dedicated agile response team to address urgent issues as they arose.
Utilization of digital tools to facilitate remote collaboration among medical and administrative staff.
Establishment of regular feedback loops with both staff and patients to quickly iterate care protocols.

Results

A B C Health not only managed to maintain continuity in care but also received positive patient feedback, reflecting higher satisfaction levels than before the pandemic. The agile response team was credited with delivering innovative solutions under pressure.

Key Principles for Building Agile Teams

Based on the insights gleaned from the above case studies, the following principles can guide organizations in building effective agile teams:

Foster a Collaborative Culture: Encourage open communication and trust among team members, enabling them to share ideas and express concerns freely. For instance, implementing team-building activities can help foster stronger relationships and understanding.
Invest in Continuous Learning: Promote skills enhancement and training to keep the team updated with the best practices in agile methodologies, such as offering workshops, certifications, or access to online courses.
Empower Decision-Making: Provide teams with the autonomy to make decisions, which leads to quicker responses to change. Organizations can achieve this by establishing clear boundaries and expectations while allowing teams to define their processes.
Encourage Flexibility: Embrace changes in direction and encourage teams to learn and adjust their strategies as needed. Regular retrospectives can help teams reflect on past performance and incorporate lessons learned into future work.

Conclusion

Building agile teams is an ongoing journey that requires commitment, skill, and adaptability. By focusing on collaboration, continuous improvement, and a culture of trust, organizations can position themselves to thrive amidst uncertainty. The case studies presented illustrate that proactive strategies lead not only to operational excellence but also to a galvanized workforce ready to tackle any challenge.

Image credit: Pexels

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Why Are Transformations So Hard to Manage?

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Why Are Transformations So Hard to Manage?

GUEST POST from Drs. Dean Anderson and Linda Ackerman Anderson

Knowing which type of change your organization is undergoing is critical to your success. Three types exist, and each requires different change strategies, plans and degrees of employee engagement. A very common reason for failure in transformational change is leaders inadvertently using approaches that do not fit the type of change they are leading. Is this happening in your organization?

The three types of change occurring in organizations today are:

Developmental
Transitional
Transformational

Traditional project management and change management effectively support developmental and transitional change, but they are woefully insufficient for transformational change. You will need to understand the type of change you are in to know whether typical project or change management approaches can work for you.

Developmental Change

Developmental change is the simplest type of change: it improves what you are currently doing rather than creates something new. Improving existing skills, processes, methods, performance standards, or conditions can all be developmental changes. Specific examples include increasing sales or quality, interpersonal communication training, simple work process improvements, team development, and problem-solving efforts.

Transitional Change

Transitional change replaces “what is” with something completely new. This requires designing and implementing a “new state.” The organization simultaneously must dismantle and emotionally let go of the old way of operating while the new state is being put into place. This “transitional” phase can be project managed and effectively supported with traditional change management tools. Examples include reorganizations, simple mergers or acquisitions, creation of new products or services that replace old ones, and IT implementations that do not radically impact people’s work or require a significant shift in culture or behavior to be effective.

Two variables define transitional change: (1) you can determine your destination in detail before you begin, and can, therefore, “manage” your transition, and (2) people are largely impacted only at the levels of skills and actions, not the more personal levels of mindset, behavior and culture.

Transformational Change

Transformation, however, is far more challenging for two distinct reasons. First, the future state is unknown when you begin, and is determined through trial and error as new information is gathered. This makes it impossible to “manage” transformation with pre-determined, time-bound and linear project plans. You can have an over-arching change strategy, but the actual change process literally must “emerge” as you go. This means that your executives, managers and frontline workers alike must operate in the unknown—that scary, unpredictable place where stress skyrockets and emotions run high.

Second, the future state is so radically different than the current state that the people and culture must change to implement it successfully. New mindsets and behaviors are required. In fact, often leaders and workers must shift their worldviews to even invent the required new future, let alone operate it effectively.

Without these “inner” shifts of mindset and culture, the “external” implementation of new structures, systems, processes or technology do not produce their intended ROI. For example, many large IT implementations fail because they require a mindset and culture change that does not occur, i.e., the new systems require people to share information across strongly held boundaries or put the needs of the enterprise over their own turf agendas. Without these radical changes in attitude and behavior, people do not use the technology as designed and the change fails to deliver its ROI.

Implications for the Workforce

Because transformation impacts people so personally, you must get them involved in it to garner their support; and the earlier in the process of formulating your transformation strategy the better! Employee resistance is always in direct proportion to the degree to which people are kept in the dark and out of the change process. Here are some options for employee engagement.

Get staff engaged in building your case for change and determining the vision for the new state. Consider using large group meeting technologies, which can involve hundreds of people simultaneously in short periods of time.

Consider putting a wider representation of people on your change leadership team. Provide mindset, behavior, and change skill development to all employees. Use employee groups to identify your customers’ requirements for your transformation, and to benchmark what “best-in-class” organizations are doing in your industry. Ask employee groups to input to enterprise-wide changes that impact them, and give them the authority to design the local changes for improving their work (they know it best.) Then before implementation, get them involved in doing an impact analysis of your design to ensure that it is feasible and won’t overwhelm your organization beyond what it can handle.

When you engage your employees in these ways before implementation, you minimize resistance. Use such strategies to support your change efforts, especially if they are transformational.

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