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At the heart of many organizations is a deeper problem that blocks transformation: product/function organizational structure. This structure works in well-understood environments, where maximizing delivery of a product or service is the goal, but transformative projects require the organization to return to a more malleable state. This challenge requires teams that are formed through a re-matching of resources and employee capabilities.

If your Innovation Effort isn’t working, look at who’s on the team. “Transformation-capable teams are made up of people who are not only high performers, but who hold a unique balance of skills and mindsets that allow them to sustain focus, agility, and optimism in the face of uncertainty for prolonged periods of time. Ultimately, not all top-performing employees are equipped for this.”

Why you need a Chief Digital Officer to drive Digital Banking Success. “When consumers are engaging with banking providers through digital tools more frequently than other channels, it should be obvious why every institution needs a CDO to shepherd their digital transformation initiative across every level of the organization. The only way to properly usher in the level of holistic transformation necessary is to have the right personnel implementing, overseeing and enhancing it.”

The four building blocks of transformation. “The better you understand your strategic identity and the priorities it demands, the more certain you can be about the changes you need to make — and thus the more confidently you can double down on them. That’s why in a successful transformation effort, fear is not your ideal motivator. Fear leads you to hedge your bets, and that makes your change less effective. Vow to set up your transformation initiative to emphasize aspiration, not fear. Every day, employees and other stakeholders are asking you how they can help build the company you wish to lead. If you remain resolute in your answers, one day not too long from now, you will discover you are already leading that company.”

Another intriguing HBR article: Use your growth strategy to unite your senior team. “Disruptive change poses existential challenges to leadership teams, raising foundational questions about aspirations, identity, and the very soul of a company. So it is no surprise that teams struggle to reach consensus on a path to the future. The approach described here provides a novel and practical road map for achieving leadership alignment. It also offers tools for surfacing misalignment, a process often fraught with emotion. Even when teams seem to be aligned, they are often divided in underlying ways. Bringing those divisions to the surface is the first step in creating an enduring alignment and a powerful new-growth strategy.”

Why doctors hate their computers. Digitization promises to make medical care easier and more efficient. But are screens coming between doctors and patients? “Something’s gone terribly wrong. Doctors are among the most technology-avid people in society; computerization has simplified tasks in many industries. Yet, somehow we’ve reached a point where people in the medical profession actively, viscerally, volubly hate their computers.” – I have the same feeling in a restaurant when a waiter is more focused on the order screen than my party.

THINK 19 Speaker Seth Godin on What your dog knows about marketing. “The good news is that we don’t need to rely on the shiniest, latest digital media shortcut — we have even more powerful, nuanced, and timeless tools at our disposal. We tell stories. Stories that resonate and hold up over time. Stories that are true, because we made them true with our actions and our products and our services.“

 

Martin Weigel delivers a strong rebuke of the current state of Advertising. And it can be applied to how we see the technology needs of people, their struggles, their real desires.