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"People talk a lot about disruption these days. Leaders in large organizations fear that rapidly-emerging competitors will disrupt them and make them irrelevant. Netflix has disrupted Blockbuster. Uber has disrupted the taxi industry. AirBnB has disrupted hospitality. Brexit disrupted an entire system of government—in one day, with one vote. Who's next? In an era where change has become the norm, we spend a lot of time worrying about how to avoid being disrupted by others. We'd be more successful if we learned how to disrupt ourselves.
What if I told you the number one reason companies go out of business is that their senior leaders don't know how to listen? That they are not paying attention? That they are completely blind to disruptive new businesses that are staring them right in the face?"
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"Companies are not really machines, so much as complex, dynamic, growing systems. After all, companies are really just groups of people who have banded together to achieve some kind of purpose. [...]
For many years the machine view has prevailed, and many companies are designed as information-processing and production machines. But information processing is not learning. Production is not learning. Learning is a creative process, not a mechanical one. Many critical factors in business cannot be easily counted, measured or controlled."
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