Overview: Change & Project Management

"most digital transformation deployments fall into the 'deploy and pray' category, a minority address known pain points and use cases, whilst only about 20% of projects involve a concerted organisation-wide roll-out aimed at creating a connected company. ... paradigm shift is needed to go beyond just adopting social technologies towards creating a…

An excellent tour of management structures from hierarchy to holacracy, with some criticisms of the latter: "Hierarchies do authority incredibly well... but have some big flaws. They become slow, with decisions taking an eternity to pass up and down the ranks. Innovation from the edges is stifled by top-down control and bureaucracy.... So in the…

"There is no shortage of stories about companies that create amazing innovations with digital technology ... the software, media and technology industries ... account for less than 10% of the U.S. economy. What about the other 90%? We studied more than 400 large companies ... in every industry, companies are doing exciting things with digital te…

I freely admit: I've been a fanboy of the UK's Government Digital Service (GDS) since studying their design principles. Those principles are still good. Everything else, it turns out, was not.

"Who says innovation is only for start-ups? In these interviews, the heads of three large, established companies—Intuit, Idealab, and Autodesk— argue there’s no reason big players can’t develop the next big thing... how it can remove roadblocks to experimentation, and the merits of creating its very own idea incubators. "one thing that’s made the…

"When you think about a company with no managers there’s a good chance your mind drifts to stories of chaotic “meritocracies”, bro-y cultures, and HR disasters. Whereas we value mentorship and coaching, continuous self-improvement, and strive to make sure everyone feels safe and supported. ... That said, we do think there are problems with tradit…

"The Five Whys technique was developed and fine-tuned within the Toyota Motor Corporation as a critical component of its problem-solving training... "by repeating why five times, the nature of the problem as well as its solution becomes clear." ... dig into each problem that arose until they found the root cause. "Observe the production floor w…

A timely and interesting article... "Gossip is an effective way of achieving these goals in an unhealthy social system. People engage in gossip when they lack trust or efficacy. We become consumers of gossip when we don’t trust formal channels... We become purveyors of it when we feel we can’t raise sensitive issues more directly... The problem w…

Fairly typical piece on integrating social media into organisations to improve customer service, employee productivity and sales. These points have been made before, but this article brings them together well and provides plenty of links to the underlying research, which makes it useful if you need to supporting arguments for change management. -…

"research into network science has begun to shed light on how synchronization happens and how we can make our enterprises function more effectively.... Great overview. Of particular interest to I-Labs: - "research helps explain why it is so hard for enterprises to adapt to new challenges... leaders need to treat new initiatives not as mere organi…

GE's FastWorks is "a framework for entrepreneurs, building on “The Lean Startup” ... an approach to developing new products that came out of “Agile” software development... It’s now being tried in manufacturing since GE and others believe that rapid learning cycles with customers will reduce the risk that you build something you can’t sell." Star…

"Frugal innovation is more than a strategy. It denotes a new frame of mind: one that sees resource constraints not as a liability but as an opportunity — and one that favors agility over efficiency. Frugal organizations ... create good-quality solutions that deliver the greatest value to customers at the lowest cost... we have gleaned five valuab…

"businesses ... can, without realizing it, generate an environment hostile to innovation... frontline business units... are optimized to relatively short-term goals that are anchored in what they are currently doing or selling rather than in what they could be doing differently. As a result, line managers instinctively reject innovations that won…

"On the surface, no single factor seems to set Slack apart from a plethora of other collaboration tools. However, a closer look using the model described the book Hooked: How to Build Habit-Forming Product, reveals the user psychology behind the company's success." - The Psychology of a Billion-Dollar Enterprise App: Why Is Slack So Habit-Formi…

Interesting description of the benefits of being a 'fast follower' by The Economist's Paul Rossi: "instilling a culture across the business where staff are keeping an eye on what's going on ...the editorial side [is] ... actively talking to people about new technologies. How to deliver content, how to deliver video... on the commercial team everbo…

"movements... seem to self-organize and spread virally, as if they were LOLCats or some other digital meme. So why can’t we get our organizations to act the same way? You would think that with command and incentive structures in place, it would be easier for leaders to set a direction and get things moving, but anyone who’s run an enterprise kno…

The basic reasons we launched I-Labs are all here: "The most powerful way of learning is ...  to have conversation... the best examples of great insight nearly always come from cases where people shared knowledge or experience.... every organisation is sitting on a wealth of information that potentially contains insight... This information is ly…

While aimed at news organisation leaders, a lot of these insights apply to any organisation in the content creation business today: "When your mother lectured you that “actions speak louder than words,” she was giving important advice for culture change... if the leaders aren’t setting an example of change, don’t be surprised if change is slow or…

"some skeptics in the organization feel that innovation is an overhyped buzzword that doesn’t justify being a separate function. So, what can you do in your first 100 days to set things off on the right track?" - The Chief Innovation Officer’s 100-Day Plan - Scott Anthony, and Robyn Bolton - Harvard Business Review

"Why is it so hard to get platforms on which people can help each other solve practical challenges or understand strategic directions better to take hold in our organisations? I reckon it comes down to the fear of being judged... Being found wanting by your friends is one thing but being judged by your peers or your boss represents a whole differ…

"We couldn't understand why people without technical knowledge had to tell programmers "what" to do and, furthermore, they had to supervise "how" programmers did it." At last. Someone said it. And also quite a bit more about the timesucks that are meetings, email and commuting. These guys avoid all of them, work 4 days/week and are growing …

Excellent insider's view of both theory & practice... "My first holacracy meeting made me want to quit my job. One year later, ... I can’t imagine going back to our old way of working.... a holacracy eschews titles and instead builds a chain of command based on the work that needs to be done. The group decides to distribute tasks. Those responsi…

Just listed to HBR's podcast interview with Pentland. Will probably get this book. Typically good roundup by Greg Satell: "Pentland’s research has found that the most important predictor of success in a group is the amount—not the content—of social interaction. It is exposure to peer activity that drives learning and changes in behavior.... in …

A whole bunch of reasons why the wrong consultants are hired for the wrong reasons: "When we don’t know much about somebody, we ... think about people in over-optimistic ways...what normal individual can stand up against an outsider or expert made up of pixie dust and rainbows? ... when we go looking for a better expert ... we tend to find them…

A good framework from @briansolis: "how do you innovate or take chances when the management imperative dictates an invulnerable stance? It starts with business goals and objectives. It's brought to life through a culture of intrapreneurialism and employee empowerment.... Intrapreneurialism ... promotes creativity, imagination and experimenta…

'Innovation' threaded its way through a lot of the resources added to my TumblrHub last week: from innovation-friendly management through to innovative Content Management Systems for tomorrow's newsmedia business models and personal productivity tools.

5 principles for any organisation seeking to innovate digitally. Most cover the role of management and organisational structure (flat vs hierarchical structures, cross-silo interdisciplinarity, etc.), but the one that resonated most for me was cultural: "...one of the main cultural challenges [to innovation]... focus on optimising current proce…

If you're involved in developing strategy, you need to read 'Why Smart People Struggle with Strategy'. Personally I recognise a lot of this, including in myself, although I don't consider myself particularly smart. The key recommendation? "strategy should not be a monoculture ... of high-IQ analytical wizards. Great strategy is aided by diver…

"Employees don't want to be "satisfied" as much as they want to be engaged. What they want most is a great boss who cares about their development, and a company that focuses on and develops their strengths." - Employee Satisfaction Doesn't Matter | LinkedIn

"Internal communications are responsible for engagement, which can enable employees to actively play a part in shaping the values and the type of experience customers have. Engaged employees who have been inspired and experience the vision, values and mission will then be strong advocates as they work and become involved in the brand themselves…