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Disruptive innovation
 

Disruptive innovation

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Leaders need to manufacture change as a manageable product. This presentation, created for the Better World Alliance and delivered on July 15, 2013, focuses on using the lessons of disruptive ...

Leaders need to manufacture change as a manageable product. This presentation, created for the Better World Alliance and delivered on July 15, 2013, focuses on using the lessons of disruptive innovation as a way to prepare an organization to manufacture change in much the same way we manufacture goods and services.

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  • Disruptive Innovation; Manufacturing Change Change is a known product. It is recognizable as something we can manufacture and manage.  To begin manufacturing change we must first asses our current state by asking questions that measure how well we serve the most basic needs of the organization. Do personal beliefs align with the needs of the organization? Are company goals clear? Do the facts outweigh opinions? Are we navigating with caution or embracing risk? Innovation is a rare and relatively unknown commodity. It is custom built by some of the world’s most successful compares as their key differentiator. To master innovation we must first select a path and in today’s world the greatest rewards lie with disruptive innovation. Generally misunderstood, disruptive innovation is simply the business of looking at an opportunity with the intent to change. When managed correctly this technique can propel your organization, impact culture and drive goals.  However, at the leadership level there are often conflicting beliefs that can influence an organizations ability to adapt and grow. To leverage disruptive innovation we must manufacture change and that process begins at leadership. In this session you will learn to identify your beliefs that are limiting your perception of change and how to nurture the pockets of innovation that surround your organization.
  • The Kübler-Ross model, commonly referred to as the "five stages of grief", is a hypothesis introduced by Elisabeth Kübler-Ross[1] and says that when a person is faced with the reality of impending death or other extreme, awful fate, he or she will experience a series of emotional stages: denial, anger, bargaining, depression, and acceptance (in no specific sequence[citation needed]). This hypothesis was introduced in Kübler-Ross' 1969 book On Death and Dying,

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