Advertisement

July 9, 2008

News & Opinion: ChangeThis: Issue 48

By: 800-CEO-READ @ 8:10 PM – Filed under: Management & Workplace Culture


People Don't Hate Change, They Hate How You're Trying to Change Them by Michael T. Kanazawa
 "According to a summary of over 40 research studies on change, the success rate of strategy execution and corporate change programs is 33%. At the same time, a Conference Board survey of over 600 global CEOs revealed that the top two challenges they see are: 1) generating consistent revenue growth and 2) strategy execution. This translates to weak performance on the top executive priority, a situation that needs to change.
[...]

Because so many of these programs fail, some executives and managers start to believe the old saying that 'people hate change' must be true. That is not true. In fact, employment surveys reveal that the top reason good employees leave companies is over a lack of new opportunities and boredom with stagnant, never-changing, dead-end jobs.

People don't hate change; they hate corporate change programs. How can we fix that?"


Click here to visit the site.
Click here to download the PDF.

Tell The Whole Truth by Clinton Korver
  "How can you tap the transformational power of the truth? How can you use it to turn ordinary relationships into extraordinary ones? The answer is to grasp the truth in its fullest sense, and then practice using it skillfully, with discretion and wisdom.

[...]

Before developing our truth telling skills, we must first explore why we lie. Understanding the causes of our temptations will help us overcome them."
Click here to visit the site.
Click here to download the PDF.
Chindia Rising: Why the Rise of China and India is Inevitable by Jagish N. Sheth

"Rudyard Kipling, who proclaimed that 'East is East and West is West and never the twain shall meet' has already been proven wrong with respect to Westernization of heritage-rich and tradition-based China and India. He will be proven wrong again as we witness what I refer to as the Easternization of the world.

[...]

In short, it will be less a clash of cultures and more a fusion of cultures across arts, architecture, science, law, engineering, medicine and management traditions and perspectives.
[...]
The rise of Chindia is not only inevitable, but it will be beneficial to the world economy. It will be, of course, beneficial to businesses and entrepreneurs, but also to the masses at the bottom of the pyramid (people who earn less than two dollars a day)."
Click here to visit the site.
Click here to download the PDF.
The Design Funnel: A Manifesto for Meaningful Design by Stephen Hay
  "Are you a professional designer?
Would you like a process to create more consistently creative work which distinguishes itself from the work of your peers?

Would you like a process which would help translate the often vague, unclear wishes of your clients (and yourself, for that matter) into a clear and solid basis for your design?

This manifesto will show you how."
Click here to visit the site.
Click here to download the PDF.
Success-Driven Philosophy: Finding Clarity of Purpose and Achieving Arete Through Philosophical Examination by Joshua Goldman & Jason Shen

"This manifesto will facilitate your philosophical examination as you iron out what you believe and why you believe it. We do this by providing a philosophical toolkit, as well as a framework for considering the principal areas of philosophy. Ancient Greek philosophers had a concept they called 'arete.' It is often translated as 'excellence' or 'virtue,' but Brian Johnson of ThinkArete says it's better defined as 'constantly striving to reach your highest potential.' This manifesto will bring you closer to arete."
Click here to visit the site.
Click here to download the PDF.
Globalization Becomes Truly Global: Lessons Learned at Lenovo by Reid Walker

"Lenovo, one of the world's largest manufacturers of personal computers, is a prime example of [an] 'emerging-market' multinational ... With its 2005 acquisition of IBM's personal computer division, it is arguably the first multinational with its roots in an emerging market to reverse the traditional direction of globalization. Over two decades, the company has developed a unique global structure and business strategy that has its products, people, and facilities in 160 countries. Here are four lessons that we've learned along the way that can help other global companies--and those with global ambitions--derive economic and social value from globalization."
Click here to visit the site.
Click here to download the PDF.