Packaging change

Clark Quinn

This brings a shared vocabulary and understanding of what needs to change and why. Assessment : an independent assessment of where you are in your processes, and what are the opportunities for change. Strategy Session : here the goal is to determine the path to change.

Change 176

Liminal & situated strategy

Dave Snowden

In that meeting we were looking at how to do strategy in the complex domain. For the moment I will focus on the use in strategy and start with some basic principles. Surfacing outlier ideas is more important in strategy than accepting the dominant or consensus view.

Stockholm syndrome in strategy

Dave Snowden

Today I want to continue my commentary on strategy started following yesterday’s workshop; feedback from the client is that we “exceeded expectations” which is satisfying. This is part of the reality of organisations so we have to start there and attempt to change it. Strategy

Global Trends and Business Strategy

Irving Wladawsky-Berger

T he article reminds us that the trend is your friend is an old adage that applies to business strategy as well as to investing. And, they will eventually change direction. Business opportunities are still considerable for those who understand the changing nature of globalization.

Trends 196

The Challenges of Executing a Transformational Strategy

Irving Wladawsky-Berger

This year’s Symposium will be focused on the challenges of executing a digital transformation strategy. It’s no longer enough to have formulated a digital strategy for the business. After working on it for several months, the strategy began to emerge.

Thoughts on Learning Design Strategy

Clark Quinn

At the DevLearn conference, I ran a Morning Buzz on Learning Design Strategy. I started with a set of questions to address, so I’ll go through their comments in roughly that order (though we didn’t exactly follow this structure): What is learning design strategy?

Figuring Out Content Strategy

Adaptive Path

The biggest change in my understanding of design after joining Capital One, by far, is how I understand the importance and nature of content strategy in my design work. dotorg_ideas +g Design Strategy +g Experience Strategy +guides Uncategorized

Starting Strategy

Clark Quinn

However, it occurred to me that this might change depending on the nature of the organization. social strategy If you’re going to move towards the performance ecosystem, a technology-enabled workplace, where do you start?

Platforms and the New Rules of Strategy

Irving Wladawsky-Berger

Is it likely all 7 incumbents had failed strategies, run by clueless management, lacking execution capabilities?,” Apple (along with Google’s competing Android system) overran the incumbents by exploiting the power of platforms and leveraging the new rules of strategy they give rise to.

The Challenges of Automation in a Fast Changing Economy

Irving Wladawsky-Berger

Because automation occurs at the task level, it often changes jobs partially rather than eliminates them, though in limited cases, technology can automate an entire job.”. However, many workers will see their jobs change, as future jobs will require different skills.

Change 167

Automation and the Changing Demand for Workforce Skills

Irving Wladawsky-Berger

Let me now discuss the more recent report published earlier this year, which examined the changes in skills required of human workers over the next 10-15 years. I’ll focus my discussion on the US skill changes, as the European changes were similar.

Skills 259

Thoughts on strategy from Training 19

Clark Quinn

So last week I was the strategy track coach for the Training 19 conference. That meant that I picked the sessions from a list of those who put their session proposals up for ‘strategy’, and could choose to open and/or close the track. design strategy

Learning Tools and Uni Change

Clark Quinn

Yes, many institutions are creating central bodies to support faculty in improving their classes, but those folks are relatively powerless to substantially change the pedagogy unless they happen to have an eager faculty member. design strategy

Tools 168

Nothing Has Changed. Everything Has Changed.

Charles Jennings

If learning professionals and learning departments don’t adapt and change, Quinn argues, they will be revealed not simply as having no clothes, but as being so out of step that they will wither and die, or be removed from the value chain. So, what are these fundamental changes?

Change 238

Learning Strategy Issues

Clark Quinn

Several folks were mentioning a need for change, and an audience member asked “why?” It first takes an awareness of the problems (my old line: “L&D isn’t doing near what it could and should, and what it is doing it is doing badly, other than that things are fine” :), and then a strategy to move forward. The strategy depends on where the organization is to begin with, but there are systematic principles to guide progress.

Issues 144

Culture Before Strategy

Clark Quinn

In an insightful article, Ken Majer (full disclosure, a boss of mine many years ago) has written about the need to have the right culture before executing strategy. And this strikes me as a valuable contribution to thinking about effective change in the transformation of L&D in the Revolution. social strategyI have argued that you can get some benefits from the Revolution without having an optimized culture, but you’re not going to tap into the full potential.

3 reasons to change your learning content management strategy now

Xyleme

When we step outside of our learning silo, we find that virtually every function in today’s organizations is sustained by a content strategy driven by a content management system that enables content developers to create dynamic content and reuse it across multiple formats.

Leadership in a Changing World

Irving Wladawsky-Berger

What are the critical competencies needed to lead in our fast-changing business environment? The key challenge confronting CEOs, - and senior executives in general, - is the relentless pace of change. But, w hile speed is the major dimension of change, it’s not the only one.

Change 202

Addressing Changes

Clark Quinn

Yesterday, I listed some of the major changes that L&D needs to acknowledge. As serious practitioners in a potentially valuable field, we need to adapt to the changing environment as much as we need to assist our charges to do so. We’re already seeing a wide variety of converging evidence that these changes lead to success. The post Addressing Changes appeared first on Learnlets. social strategy technology

Change 120

Learning and Strategy

John Hagel

Scalable learning will be the key to institutional success as we move deeper into an exponentially changing world. But to really scale learning, we’re going to need to adopt a very different approach to strategy – the “zoom out, zoom in” approach.

Strategy Made Simple - The 3 Core Strategy Questions

John Hagel

We’re tempted to abandon long-term strategy and fall back on rapid adaptation as the only winning game – sense and respond quickly enough to events as they occur and everything will be OK.  But adaptation as a strategy is fraught with risk. The option is to focus more than ever on three core strategy questions that can help provide us with focus and stability even as the turbulence increases around us – and help us to prioritize where we need to respond and where we don’t.

Acknowledging Changes

Clark Quinn

There are a serious number of changes that are affecting organizations. We’re seeing changes in the information flow, in technology, and in what we know about ourselves. What are these changes? The post Acknowledging Changes appeared first on Learnlets. social strategy technologyImportantly, these are things that L&D needs to acknowledge and respond to. It’s old news that things are happening faster.

Change 115

The Challenges of Executing a Transformational Strategy

Irving Wladawsky-Berger

This year’s Symposium will be focused on the challenges of executing a digital transformation strategy. It’s no longer enough to have formulated a digital strategy for the business. Why do so many organizations struggle to implement their well formulated strategies, especially transformational strategies like the transition to digital, that encompass new technologies, business models and management practices? The 2018 MIT CIO Symposium will take place on May 23.

The change is here

Clark Quinn

For a number of years now (at least six ), I’ve been beating the drum about the need for organizations to be prepared to address change. Now we’re seeing the evidence that the change has arrived. The world’s changing, and L&D needs to adapt.

Change 163

The Big Shift in Strategy - Part 2

John Hagel

In my last blog post , I suggested that we’re going through a big shift in strategy from strategies of terrain to strategies of trajectory.    In that blog post, I made the case that strategies of terrain are increasingly dangerous in times of accelerating change, but I left you hanging in terms of what strategies of trajectory might look like. Most strategies (strategies of terrain) tend to look from the present out to the future.

The Big Shift in Strategy - Part 1

John Hagel

In an exponential world, it stands to reason that our traditional, linear approaches to strategy will need to be re-thought from the ground up. One way to characterize the big shift in strategy is that we are moving from strategies shaped by terrain to strategies shaped by trajectory. Strategies of terrain. If you think about traditional approaches to strategy, they were profoundly shaped by the current landscape.   Strategies of trajectory.

Game-Changing Basic Research: Benefits and Challenges

Irving Wladawsky-Berger

But, technology and market environments have drastically changed in the intervening years. Economic Issues Education and Talent Innovation Management and Leadership Political Issues Society and Culture Technology and Strategy

The Limits of Strategy

Irving Wladawsky-Berger

When I look back upon my long career , one of the major factors shaping my views of business, strategy and innovation is the creative destruction that I saw buffeting the IT industry over most of that time. In particular, having lived through IBM’s own near-death experience , respect - if not fear - for the hurricane-power forces of disruptive change is edged deep down in my psyche. In essence, why there are limits of strategy.” I really like The Limits of Strategy.

Embracing Disruptive Change - Why Is it So Difficult?

Irving Wladawsky-Berger

One of the topics discussed was how companies generally deal with major technology and market changes, - like those that have been taking place all around us for the past few decades. Transformative change comes naturally to young companies, as it generally does to young people.

Change 271

The Big Shift in Business Strategy

John Hagel

Business strategy has evolved dramatically over the past four decades in response to the Big Shift that is re-shaping our global business landscape. Business strategy emerged in full force in the 1970’s and 1980’s with a strong focus on structural advantage. In response to these developments, we saw a first big shift in strategic thinking, one that could be broadly framed as a transition from strategies of position to strategies of movement. 

Changing Culture: Changing the Game

Clark Quinn

I previously wrote about Sutton & Rao’s Scaling up Excellence , and have now finished a quick read of Connors & Smith’s Change the Culture, Change the Game. Sutton & Rao’s was very descriptive of the changes they observed and the emergent lessons. They aptly point out that many change initiatives stop at the second step, and don’t get the necessity of the subsequent two steps. strategy

Change 140

Measuring Culture Change

Clark Quinn

Someone recently asked how you would go about measuring culture change, and I thought it’s an interesting question. So it’s plausible that you’d want to change, and if you do, you’d like to know how it’s going. As a process, I think about what I might do before, during, and after any culture change initiative. Culture change is a journey, not an event, after all ;). The post Measuring Culture Change appeared first on Learnlets.

Ch-ch-ch-changes

Clark Quinn

Is there an appetite for change in L&D? There really isn’t any burning desire for change, or willingness to move even if there is. social strategyThat was the conversation I’ve had with colleagues lately. And I have to say that that the answer is mixed, at best. The consensus is that most of L&D is comfortably numb. That L&D folks are barely coping with getting courses out on a rapid schedule and running training events because that’s what’s expected and known.

Change 171

OMG, its culture change time

Dave Snowden

And of course once blame has been allocated we end up with a visitation from the cultural change specialists with their tool kit of communication plans, key drivers, motivational posters, games and the like. Don't talk about how you want to change, or why things are really different.

technology, change, and us

Harold Jarche

Another attribute of the most successful strategies is that they are parasitic. Since the change is so fundamental and a lot of things aren’t figured out, it’s quite hard to navigate yourself within Buffer currently, since nothing feels “fixed” and ever changing these last few months.

Cynefin for strategy: new seminars

Dave Snowden

I've been working over the last three months on a new approach to strategy using the Cynefin framework. So I have changed the complexity seminar to focus on a walk through of a generic approach to strategy based on complexity thinking.

Education Technology Strategies - Day Two

Stephen Downes: Half an Hour

I was at Guelph - youth job strategy, a lot went to match students with first job, but there was some money set aside for innovation. think of it just as a process, a framework - build your teams - scrum at the GSCS - started by the book - Agile Software Development with Scrum - but it''s like a recipe, you can make changes as you need to (we started adjusting after 5 sprints or so) In Scrum. -

Changing the world of work

Harold Jarche

Change Agents Worldwide has just released its first ebook featuring 21 views on the future of work. We believe change is coming fast to the enterprise. Setting out to “change the world of work” is an ambitious goal.

Change 285

Education Technology Strategies - Day One

Stephen Downes: Half an Hour

dates to classical Greece How does technology change this? - Most classrooms still dominated by teachers teaching answers and students remembering them We can change the technology but if we haven''t changed the goal we really haven''t accomplished anything.

Principles for Managing Strategy and Innovation

Irving Wladawsky-Berger

When technology and market environments go through major changes, as is certainly the case today, previously successful business strategies will no longer work, no matter how much you try to fix them. Companies that are unable or unwilling to adapt to the changes in such a Darwinian climate will become marginalized or extinct. The book was named one of the best business books on strategy in 2011 by strategy+business magazine. Capabilities , not just Strategy.

The Changing Workplace: Telework

Nine Shift

It''s #2 in our top 7 list of workplace changes that need to take place for organizations to be successful in this century. Telework is the silent revolution in the workplace. Telecommuting keeps growing.

Change 141

Top down or bottom up strategy?

Clark Quinn

In a recent discussion around HR strategy, the question arose about where to start. This was buttressed by a post pointed out to me by my ITA colleagues that was arguing a good design strategy was to find out what people needed. And I’m reminded of the quote by Steve Jobs that you can’t just give people what they want, because by the time you do, they’ve changed their minds. The post Top down or bottom up strategy? strategy technology

Where Do You Stand? The Shifting Ground of Strategy

John Hagel

The implications for strategy are profound, but few have explored this terrain. Strategies of position are back Strategy was once all about position – all that mattered was where you were located and whether there were barriers to entry. As structural advantages eroded, this view of strategy fell out of vogue. Now, it looks like strategies of position will reassert themselves with a vengeance. In our exponentially changing world, core competence is never static.