Truth Tellers, Mind Shifters and Idea Ambassadors

June 2, 2019

hands with paint and brushes

Visit here regularly to see our ongoing Insights Without Borders: Truth Tellers, Mind Shifters and Idea Ambassadors — who have the courage to ask questions that matter, challenging the way mindshare, ideas and performance management are being co-created and socialized in organizations.

How are you going to appreciate or know that you can crush Market Share if you’ve flatlined Mindshare? 

Mindshare is often more important than Market Share — not just a Big Footprint.

Authenticity and Authentic Change

Manfred F. R. Kets de Vries — Creating Authentizotic Organizations: Well-Functioning Individuals In Vibrant Companies

Highlights vital issues regarding well-functioning individuals, motivational need systems that drive people, and the conditions that make for healthy organizations —  authentizotic ones — where people find meaning in and are captivated by their work.

Change or Be Changed

Inc. — Organizational Life Cycles

Organizations, like living organisms, have life cycles. They are born (established or formed), they grow and develop, they reach maturity, they begin to decline and age, and finally, in many cases, they die.

Michael D. Watkins — What is Organizational Culture? And Why Should We Care?

If you want to provoke a vigorous debate, start a conversation on organizational culture. While there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture is, never mind how it influences behavior and whether it is something leaders can change.

Jim Whitehurst — Leaders Can Shape Company Culture Through Their Behaviors

One business buzzword we hear almost every day is “culture,” as in; our organization has a “strong” or “innovative” or even a “toxic” culture. But what do we mean when we say this?

David Sturt and Todd Nordstrom — Are You Asking The Right Question?

Our interview with Marty had striking similarities to more than 250 interviews we conducted and 10,000 descriptions of award-winning work we analyzed as part of a comprehensive study on great work. When we traced the genesis of innovation and value creation back to its source, we were surprised to see how many times it began with asking the right question.

Mirrors Like Observation Are Powerful Tools

Natalie Angier — Mirrors Used to Explore How the Brain Interprets Information

Mirrors reveal truths you may not want to see. Give them a little smoke and a house to call their own, and mirrors will tell you nothing but lies.

Climate and Culture

Northwestern Executive Education / Individual Programs / Executive Programs — Driving Organizational Change

In today’s complex global business environment, it’s no longer enough to respond to change merely. Successful leaders can anticipate the impact of marketplace adjustments, new regulatory requirements, a change in business strategy, or the implementation of new technology within their organizations. By taking a holistic approach to their change initiatives, these leaders create an agile work environment while promoting organizational resilience.

The Creative Economy

IBM Institute for Business Value — Plotting the Platform Payoff — Chief Executive Officer — Global C-suite Study 19th edition

Disruption goes mainstream

For years, Chief Executive Officers (CEOs) have told us that disruption is top of mind. Value chains, industries, and business models have undergone sizable and unexpected shifts, keeping enterprise leaders the world over guessing what’s next. CEOs today recognize the criticality of disruption, but in contrast to earlier reports, few feel intimidated by it. Most CEOs don’t see disruption as disruptive. They’ve grown accustomed to the barrage of sudden change and have factored that reality into their day-to-day operations and strategies. They tell us they are well prepared. But are they?

Peter Coy — The Creative Economy

Peers into the future to describe the look and feel of 21st-century corporations. Draws on the insights of CEOs, venture capitalists, academics, consultants, and, of course, the cubicle dwellers who do the work. Looks at management via the Web, the workplace of the future, the battle for talent, the ecosystem in which corporations will exist, job titles of the future, and much more. Provides readers with insights that could help their own companies thrive in the decades ahead.

OCEM — Forum held in 2014 — Resilient economies for inclusive societies — Inclusive growth

The crisis has drawn attention to the stark reality of growing inequality and the uneven distribution of burdens and rewards across society.

The Forum programme will reflect on OECD’s vision for Inclusive Growth that combines a focus on strong economic performance with outcomes that matter for people’s quality of life.

Covers the nature of creativity, how to be creative, business models, intellectual property, managing a creative company, the 22 largest sectors, online opportunities, creative capital, and more. — Value of Creativity

Creativity is one of the most critical skills for the future

Recent surveys of 1,500 CEOs and 17 countries agree.

The ability to dream, take chances, and create the things we imagine these are the skills of entrepreneurs, innovators, and change makers. Children are born with these exceptional talents, but research shows that over time, they begin to lose them.

Po Bronson and Ashley Merryman — The Creativity Crisis

Back in 1958, Ted Schwarzrock was an 8-year-old third grader when he became one of the “Torrance kids,” a group of nearly 400 Minneapolis children who completed a series of creativity tasks newly designed by professor E. Paul Torrance.

Difference Between Creativity and Innovation

Daniel Goleman — What’s the difference between creativity and innovation?

The terms “creativity” and “innovation” are often used interchangeably. But how similar – or different – are they? I spoke with my colleague, Teresa Amabile, an expert on workplace innovation for my Leadership: A Master Class video series. Here’s her take on the connection between these commonly used terms – and what it means for business.

Daniel Goleman — Find Your Organization’s Rudder 

Reactionary responses to turbulence – the global marketplace, competition, internal strife – can easily set organizations off course. Organizations need the capacities to be resilient, adaptive and have confidence in the face of uncertainty. But those qualities often come from developing a solid identity and having a clear vision of the group’s goals. I spoke with the founding chair of the Society for Organizational Learning, Peter Senge, in my Leadership: A Master Class about ways organizations can find their rudder.

The Disruptive Organization

Mike Steep — Transforming Digital Disruption into Opportunity

  • How should you think about disruptive technology?
  • What impact will tech have on your industry?
  • How do I develop a strategy and a plan for my company?

Michael L Tushman and Charles O’Reilly III — Winning through Innovation

Innovation is the name of the game today. But managing innovations has become a somewhat challenging task. Leadership teams must be able to manage streams of innovations. They must be able to handle existing products and services even as they create new ones. They should be able to manage both incremental and radical innovations.

Balance and Counterbalances

Charles A. O’Reilly III and Michael L. Tushman — The Ambidextrous Organization

The Roman god Janus had two sets of eyes—one pair focusing on what lay behind, the other on what lay ahead. General managers and corporate executives should be able to relate. They, too, must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future.

Activity versus Achievement

The Economist — To the Brainy, the Spoils

As the world grows more confusing, demand for clever consultants is booming

ELITE management consultancies shun the spotlight. They hardly advertise: everyone who might hire them already knows their names. The Manhattan office that houses McKinsey & Company does not trumpet the fact in its lobby. At Bain & Company’s recent partner meeting at a Maryland hotel, signs and name-tags carried a discreet logo, but no mention of Bain. The Boston Consulting Group (BCG), which announced growing revenues in a quiet press release in April, counts as the braggart of the bunch.

Trading Labor for Money

Arne Alsin — What’s The Harm In Excessive CEO Pay? Answer: Long-Term Damage To Shareholders And Pension Funds

As Jeff Immelt takes his final bow as the CEO of General Electric this summer, let’s take a moment to pick apart one of the nastiest open secrets on Wall Street: CEO pay has gotten absurdly out of control, and it’s destabilizing the long-term health and success of many once-great American companies.
As a general rule, you probably wonʼt find too many CEOs that are particularly critical of high pay. Donʼt bite from the hand that feeds you, right?

Well, Steven Clifford isnʼt just biting the hand —heʼs chomping at the whole arm. And I believe he has a good reason to do so.

When health insurer Humana Inc reported worse-than-expected quarterly earnings in late 2014 – including a 21 percent drop in net income – it softened the blow by immediately telling investors it would make a $500 million share repurchase.

Lawrence Mishel and Jessica Schieder — CEO pay remains high relative to the pay of typical workers and high-wage earners

Their Meaning and Purpose at Work report, released, surveyed the experience of workplace meaning among 2,285 American professionals, across 26 industries and a range of pay levels, company sizes, and demographics. The height of the price tag that workers place on meaning surprised us all.

Defining True Sustainability

Keeping Score

 Gwynne Watkins — Lewis Black’s Life Advice for Millennials

Comedian Lewis Black is 65, but his audience skews much younger. This creates some unusual challenges for the Daily Show commentator—like finding a way to do a live comedy special without isolating fans closer to his own age. “I can’t put it on Yahoo, because 40 percent of my audience isn’t going to watch it on their computer.

Changing Without Change


Human-Centric BPM is a business management process approach that focuses on the tasks, activities and human skills in processes, to create other automated functions to support these human actions.

Holy Man (1998)

Eddie Murphy stars as an over-the-top television evangelist who finds a way to turn television home shopping into a religious experience, and takes America by storm.

Joe Queenan — Zogby’s Crystal Ball