According to Clayton Christensen , of the 30,000 new consumer products that are launched each year – 95% fail. Compare this with the public, voluntary and non-profit sectors – where hardly anything fails. The social sector must either be fantastic at launching ...
Thinking different isn’t enough, you have to act different – Jorge Barba I took a call this week from a person working for another organisation, we’ll call her Bill. Despite having a hugely supportive executive team the problems Bill faces ...
“Multiple iterations almost always beat a single-minded commitment to building your first idea” – Peter Skillman Most of you will have taken part in the Marshmallow Challenge or a variant of it. It’s the team exercise where you get a ...
We don’t usually think of achievements in terms of what would have happened otherwise, but we should. What matters is not who does good but whether good is done.” ― William MacAskill, Doing Good Better We all love an uplifting ...
According to Clayton Christensen , of the 30,000 new consumer products that are launched each year – 95% fail. Compare this with the public, voluntary and non-profit sectors – where hardly anything fails. The social sector must either be fantastic at launching new initiatives, or there’s a lot of things going on that shouldn’t still be living. ...
Formal reorganisation is an elaborate illusion. Reorganisation has to be part of an organisation, not something done to it – Harold Jarche The concept of the ‘iceberg of ignorance’ – that most problems in organisations are invisible to leaders, and therefore unsolvable – was popularised by Sidney Yoshida in the late 1980’s. Nearly 30 years ...
Thinking different isn’t enough, you have to act different – Jorge Barba I took a call this week from a person working for another organisation, we’ll call her Bill. Despite having a hugely supportive executive team the problems Bill faces are numerous: Managers are asking why are we working on a new initiative when the ...
“Management is not only dysfunctional, Management is also destructive” – Companies Without Managers Last week we held the first of the Bromford #inspiremelab sessions – where colleagues curated and then discussed provocations around the future of how we work. We covered off a range of subjects but the conversation kept coming back to that opening quote ...
Please for the love of God can we stop with the Digital by Default, the Digital by Design – It’s just life! – Amy Nettleton There’s a danger we can overthink digital. Whilst organisations grapple with the ‘cultural challenges’ of digital transformation, real people – the citizens, customers and users with more important things to ...
Trust is not coming back. Scepticism reigns, as it should. – Gerry McGovern Since the industrial revolution, a trusting relationship between individuals and organisations has been the norm. This has shaped the way we communicate – both internally and externally. It has resulted in the issuing of corporate annual reports, press releases , customer satisfaction scores ...
“Multiple iterations almost always beat a single-minded commitment to building your first idea” – Peter Skillman Most of you will have taken part in the Marshmallow Challenge or a variant of it. It’s the team exercise where you get a load of spaghetti, some tape, a marshmallow, a piece of string, and 18 minutes to ...
In five years time we’ll look back and realise we had it wrong about digital. Digital transformation was never about digital, and rarely about transformation. It’s actually about the processes by which you change your business model or approach. Some of which will have digital elements. The problem I have with digital cheerleading is two fold: ...
Although it doesn’t show up explicitly in any personality test, some people seem to be more prone to creating complexity than others. Instead of cutting to the heart of an issue, they tangle it further; rather than narrowing down projects, they allow the scope to keep expanding –Ron Ashkenas Are you a simplifier or a ...
Despite the perpetual cheerleading for innovation, most of our organisations need to be boringly effective. This week we’ve been mapping our work across 30 service objectives at Bromford – and it strikes me that most of what we do doesn’t need any bells and whistles. It just needs ruthless efficiency. Our innovation efforts really need to ...
