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The Co-Disruptor Manifesto

The Co-Disruptor Manifesto

The intent of this manifesto is to help launch a ‘co-disruption movement’ so that established organizations can better fend off their respective Uber or Airbnb!

In the article Change Management Has Changed: BOARDS MUST TOO, I explained that established organizations (as opposed to start-ups) desperately need leaders who take a highly collaborative approach to disruption from within. I call these special talents the co-disruptors.

The problem is that effective co-disruptors are few and far between. To make matters worst, the good ones tend to be underleveraged. For example, they are assigned to roles in which they cannot fully work their magic.

As a result, established organizations are too slow to tackle the transformation imperatives of our digital era. They are struggling with the new nature of change which is fast-pace, constant and disruptive.

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Teamwork: Google’s data shows that sensitive beats smart

Teamwork: Google’s Data Shows That Sensitive Beats Smart

Google’s quest to crack the team excellence code brings the author back to his childhood – when his parents insisted on two simple rules for discussions around the dinner table. It turns out these rules are the keys to team success!

Article first written for the People + Strategy blog of HRPS (USA).

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Give a change stethoscope to your managers

Give A Change Stethoscope To Your Managers

The critical role that direct managers play during change – both upstream and downstream – cannot be overemphasized. They represent the real keystone of organizational change. However, managers have no time, nor need, for the kind of tools favored by internal change consultants and project teams. What do they really need then? Three things: a very concise overview of your model; a stethoscope-like tool; and better influence and “light-politics” skills.

Article first written for the People + Strategy blog of HRPS (USA); and subsequently featured on SmartBrief, a content aggregator which selects “only the most important industry developments from more than 10,000 major media outlets, regional newspapers, trade publications and blogs”. The Strategic Capability Network (Canada) also published the article on its blog.

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Wanted: generation-savvy creative director for HR & IT

Wanted: Generation-savvy Creative Director For HR & IT

Two recent discussions prompted this blog post – the first one with a media executive; the second with a University professor. It is about reaching the Millennials and their older colleagues in the digital world.

Article first written for the People + Strategy blog of HRPS (USA). The Strategic Capability Network (Canada) also published the article on its blog.

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Where should we locate our innovation team?

Where Should We Locate Our Innovation Team?

A discussion with an intrapreneur got the author to think about the pros and cons of embedding an innovation team in a tech hub or similar innovation district.

Article first written for the People + Strategy blog of HRPS (USA). Also appeared on the blog of the Strategic Capability Network (Canada).

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