…In 2015, Millennials will become the largest age group in the American workforce. These young people grew up online, and they’re already comfortable with the concept and the applications of big data. To save business intelligence programs and capitalize on these young tech natives, businesses should adapt their BI platforms to meet Millennials’ needs (rather than expecting Millennials to adapt to their way of doing things)…
Around 500 BC the Greek philosopher Heraclitus noted that, you can not step into the same river , for other waters are continually flowing on.” ” Everything flows and nothing abides; everything gives way and nothing stays fixed…cool things become warm, the warm grows cool; the moist dries, the parched becomes moist….It is in changing that things find repose.
Gareth Morgan proposed 8 ‘metaphors’ to characterise the current state of organizations in 2006. Some speculation exists as to whether organizations evolve from one metaphor to another. The article at this link defines the Flux and Transformation metaphor clearly.
iMind supports constructive conflict – it is a way to break through norms and addictions to the current state. Properly applied, this technique removes resistance to change and garners higher levels of commitment to transformative work very quickly. Avoidance is a big barrier to achieving transformation and methodically pursuing the transformative vision. Bringing existing conflicts to the surface, acknowledging them and discovering commonalities as a result, clears a path for transformation to move forward.
See full article…
Transformation by Co-Creation
Why would you tap into consumer wisdom before you tap your internal experts for advice about how to transform?
For a number of reasons… not the least of which is that your organization may not be ready for the depth of engagement required to transform. Past attempts to mobilize internal wisdom for innovation may have met with crippling ambivalence, or perhaps the imperative for digging deep enough to bring about transformation lacked clarity or may not have been compelling.
Stated in other terms, engaging your consumers in co-creation activities is in part a strategy for breaking though comfortable competency in the status quo, and the associated beliefs and assumptions held in support of the current organizational paradigm and hard-won past success. Consumer co-creation is a way to acknowledge the reality of the consumers’ increasing ability to influence market trends. Managed co-creation can leverage the commitment of your people to dig deeper and apply their wisdom and expertise in new ways toward transformational objectives.
The practice of co-creation has two primary outcomes: Seeing Value in a new way, and Creating Space where none existed before.
Your customers are ready to co-create… Are you?
Co-creation efforts are aimed at getting to the heart of your relationship with your customers. In capturing the essential elements of consumer thinking the organization must move on to seeing the intention and intelligence behind them to begin to define ‘value’ anew. In every sense of the word, the business’s focus must be shifted to understand the value of the consumer-expressed ideas so that they may be internalized by the leaders and makers of transformation. Only then can the ideas be tested against the current organizational paradigm to see what must change in order to align consumer demand and product/service. And as importantly, to align consumer-expressed value and the way in which the product/service is delivered.
Once the elements of value are seen and understood they can be used to reshape and reorder; embellish, replace and renew the product/service and the systems, processes and human competencies that support their delivery.
This work is more difficult than it sounds as each level of the organization sees the emerging ‘value’ in a different way and all of the perspectives together form the necessary mix for transformation to occur. You can start anywhere with co-creation as a practice: with the C-Suite, with the customer, with middle management, with staff. But for co-creation to yield benefits it must eventually be felt by all of these groups in an aligned way.
Ingenuity is a function of pressure, and pressure felt in one corner of the organization but not felt in another will result in little traction. As such, efforts to increase customer engagement through co-creation will fail to translate into ‘transformation’ without a corresponding effort to engage staff in the co-creation journey. Like almost anything else we do to grow business, it is best to take an iterative approach to co-creation, so that internal co-creation informs customer co-creation, which in turn, informs and presses internal co-creators to dig deeper, find a new edge.
With support and management, iterative co-creation work forms a part of an ‘ingenuity engine’ between corporation and customer and, under skilled leadership, ignites a synchronized internal ‘ingenuity engine’ that pumps new thought up and down the organization, continuously opening new space for transformation from staff through middle-management to C-Suite, from C-Suite through middle-management to staff.
Making the internal shifts necessary to spark and sustain co-creation requires a good deal of support. In-flight translation of consumer-expressed concepts demands the ability to leave behind what feels clear, natural and normal in favor of a murky emerging context that is at once individually owned and shared by all participants: a shared presence in design and development (creation), a shared knowledge generation, and a shared value alignment.
Preparing leaders of transformation and the internal participants in co-creation to take in and bring about understanding of foreign-seeming value expressions and then act upon them a way that creates the space for the value to be realized is the challenge that co-creation presents to the organization. A challenge that, when met, mobilizes the organization to deliver newly defined value in a way that can be readily taken up internally, and capitalizes on the consumer interest generated by co-creation.
– Dr. Linda Miller
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Value co-creation has emerged as a business paradigm describing how customers and end users could be involved as active participants in the design and development of personalized products, services, and experiences (Prahalad & Ramaswamy, 2004). It is based on the design and development of customer participation platforms, providing firms with the technological and human resources, tools, and mechanisms to benefit from the engagement experiences of individuals and communities as a new basis of value creation.
Transformation, like oil on water, can live comfortably on the surface of an organization resistant to penetrating the fiber and makeup of the culture. Transformation is a major undertaking that comes at a high price. But when it is implemented, the rewards surpass the painstaking effort. Prior to transforming a culture, it is important to understand what ‘culture’ and ‘organization’ are.
Only leaders with new knowledge can lead the transformation.
Most people say “Isn’t that what a PMO is for?” when the subject of a Change Management Office comes up. The answer is, yes and no.
Where the PMO acts to standardize how initiatives are raised and executed, and manages the mechanics of the demand on corporate resources, project reporting and interrelationships over an entire portfolio, the CMO can act to provide an enterprise view of the aggregate impacts to staff across the portfolio. Like the PMO, the CMO can provide a framework for internal and contracted change management resources to work within for consistency in approach, and can serve as proactive strategist as well as intervener whenever barriers to forward motion surface.
A CMO can take many forms over its lifespan, and grow alongside your organization just like a PMO and in fact CMO functions reside within an enterprise PMO for many organizations. However, Change Management can be instinctively assigned an HR meaning within the minds of executive, management and staff. And positioning the CMO within HR is appropriate if the primary emphasis of Change Management work is expected to involve organisational development pieces of work : mergers and acquisitions, restructures, leadership development, outsourcing, etc.
While some organizational cultures will initially find the notion of Change Management threatening in the same way as some might regard the idea of seeking the services of a Psychologist, the CMO function can be positioned as a way to deal with the issues of :
- backlogged change,
- past ill-fitting or partial change implementation, and as
- support for management and staff in absorbing further changes coming down the pipe.
Additionally, a fundamental function the CMO can fulfill is to raise the change management capability within leaders at all levels. Where transformation is concerned, this work furthers the ability of organizations to focus the wisdom, talents, abilities and efforts of people on transformational change, thereby supporting Transformational Leadership methods.
It is important to be very clear about the purpose and function of the Change Management Office or function you are implementing especially where change management is brand new to the organization. Not surprisingly, implementing a CMO function works best when change management practices are applied.
The arrival of a CMO or like function can be a beacon for stewarding transformational initiatives into benefits realization, and as a catalyst for the unrelenting organizational development associated with preparing people for wave over wave of transformative change. Whether your CMO is positioned as an advisory function placed within HR, or a combination of enterprise standards and practices administered and applied through the PMO (or both), its presence can help pave the way for transformative change.