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Blog / ChangeThis

Learning to View Your Customers as a Powerful Tribe

By Ed Welch

"As a business it's tempting to think of a 'tribe' as a 'customer base.' That's wrong. People aren't part of a tribe simply because they buy a product or service. What qualifies them as a tribe are their connections. Tribes of customers are connected to an idea, each other, products, services, employees, etc.—creating a network of connections to the business as a whole."

Categories: changethis

February 12, 2009

Blog / ChangeThis

Self, and Importance. A Call to Reflection and Action

By Scott Ballum

"When we align ourselves with the opinions of others without examination, we are robbing ourselves of the opportunity to analyze our own preferences and desires, to determine our own solutions. We miss the chance to review the criteria others are utilizing, to question their biases and seek our own inspiration. In stunting the development of our own individual perspectives and initiatives, we trap ourselves in lives that appear to be predestined, and deny the possibility of realizing our personal potential."

Categories: changethis

February 12, 2009

Blog / ChangeThis

Powerful Solving: In the Foundation of Innovation

By Matthew N Battle

"In order to be powerful, you need to deliver as much force, covering as much distance, in the shortest time possible. Consequently, given a force, if you want to improve the power you need to apply the force over a greater range OR decrease the time needed! Let's now make an analogy in the cognitive world. What is the force analogy? Force is the origin of the move in the mechanical world. In the cognitive world, the move is initiated by your ideas. So: F = Ideas Now, let's look at the path."

Categories: changethis

February 12, 2009

Blog / ChangeThis

This is Your Buyology

By Martin Lindstrom

"I have spent years talking with brand fans; from obsessed Harley Davidson riders to young Japanese Hello Kitty admirers (one of whom, incidentally, owns more than 12,000 pieces of Hello Kitty merchandise), to devoted Irish Guinness beer drinkers. I've, time after time, been struck by the apparent parallels between the power of religion and of brands over followers. But, in reality, would such a claim possibly hold up? Is it possible that some brands have managed to create their own religion by, coincidently or deliberately, adopting triggers and tactics from the world of religion? The question became an obsession for me."

Categories: changethis

January 15, 2009

Blog / ChangeThis

Leading with Agility

By Kevin Cashman

"Learning Agility, which has four dimensions—Mental Agility, People Agility, Results Agility and Change Agility—is a key to unlocking our change proficiency. In fact, research studies by CCL, Mike Lombardo of Lominger, Robert Sternberg and his colleagues at Yale University, and Daniel Goleman point to Learning Agility as more predictive of long-term potential than raw IQ. Learning Agility is a complex set of skills that allows us to learn something in one situation and apply it in a completely different situation. It is about gathering patterns from one context and using those patterns in a completely new context so that we can make sense and success out of something we have never seen or done before. In short, Learning Agility is Change Mastery—the ability to learn, adapt, and apply ourselves in constantly changing conditions."

Categories: changethis

January 15, 2009

Blog / ChangeThis

The Aesthetics of Management

By Marty Neumeier

"Okay. Everyone knows you can apply aesthetics to the curve of a fender, or the typography of a web page, or the textures in a clothing line. But it can be even more effective when you apply it to decision-making, upstream strategy, or organizational change. When you use the principles of aesthetics to address wicked problems, you can more easily navigate through the fog of complexity. Aesthetics confers a kind of visibility.Let's look at a few of the principles that artists have used successfully, and see how they might apply to management."

Categories: changethis

January 15, 2009

Blog / ChangeThis

Radical Management: Mastering the Art of Continuous Innovation

By Stephen Denning

"Radical management focuses the entire organization on the goal of constantly increasing the value of what the organization offers to its clients. Once a firm commits to this goal, traditional command-and-control bureaucracy ceases to be a viable organizational option. Instead the firm will, like Southwest Airlines or Starbucks, naturally gravitate towards some variation of self-organizing teams as the default management model for organizing work. That's because it is only through mobilizing the full energy and ingenuity of the workforce that the firm can generate the continuous value innovation needed to delight clients. Not surprisingly, those doing the work find more satisfaction as members of such productive teams."

Categories: changethis

December 08, 2010

Blog / ChangeThis

O Brave New World: Driving Profitable Growth in the New Demand Economy

By Rick Kash

"The business world will never again be the same. For more than twenty years, the growth formula for American business has been simple: increase revenues by expanding product offerings while reducing supply chain costs. In other words, fill up the store shelves and keep the consumer's attention by constantly offering new variations on existing products, packaging and prices. Meanwhile, use the powerful new palette of Supply Chain Management tools to manage and drive down the cost of production to maintain constant productivity improvement. As a strategy, this growth formula worked brilliantly for a generation . . .long enough for both business executives and academics to forget that this strategy was merely the appropriate response to a distinct economic era, not a fundamental law of business. Now, we are being punished for that forgetfulness."

Categories: changethis

December 08, 2010

Blog / ChangeThis

Don't You Want to Do Real Marketing?

By Ernan Roman

"I define real marketing as follows: treating customers and prospects the way we want to be treated, and earning the sale and the long term relationship through the value we provide. Traditional marketing based on 'Spray and Pray' blasts of mail, email, phone calls, and so on, not only doesn't work, but is also obscenely wasteful."

Categories: changethis

December 08, 2010

Blog / ChangeThis

The Era of Jack Welch is Over: Create Real Value Now, or Perish

By Douglas Rushkoff

"Yes, the net has changed business as profoundly as anything since central banking. But instead of seizing the opportunity, most businesses are still so addicted to the old way of doing things that they do the very opposite: they use the net to entrench themselves even further into the Industrial Age landscape that is fast disappearing."

Categories: changethis

December 08, 2010

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Learning to View Your Customers as a Powerful Tribe

Self, and Importance. A Call to Reflection and Action

Powerful Solving: In the Foundation of Innovation

This is Your Buyology

Leading with Agility

The Aesthetics of Management

Radical Management: Mastering the Art of Continuous Innovation

O Brave New World: Driving Profitable Growth in the New Demand Economy

Don't You Want to Do Real Marketing?

The Era of Jack Welch is Over: Create Real Value Now, or Perish

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