Change conversations creating culture in siloed organisations
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The document discusses the problems that can arise from siloed organizational cultures where different departments focus only on their own goals and agendas. Specifically, it notes that silos can cause departments to lose sight of the big picture, communication breaks down between teams, and employees report a lack of support from colleagues. While silos may form naturally, the key is to eliminate the problems they cause, such as decreased social capital and disordered decision-making. This can be addressed by defining shared company values, encouraging innovation, and creating opportunities for employees to collaborate across departments.
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Explores why most current initiatives for creating just workplaces don't have the desired impact; whether unjust workplaces are symptoms of a deeper disease; and how Relational Thinking addresses the challenge
Taking A Strategic Approach to Social Media
The document discusses how social media is changing expectations around speed, responsiveness, and access to information and organizations. It notes that connected customers now expect organizations to respond in real time and be transparent. However, many institutions struggle with this new environment because their structures and cultures are not configured for real-time interactions and lack of control. The document argues organizations need to transform their structures, roles, and business models to adapt to these new socio-cultural shifts and connected customers.
Leader's legacy
This article discusses the challenges of modern leadership. Successful leadership requires adapting to rapid shifts in the business landscape, where there is no precedent. Leaders must focus on developing "substance" by basing their strategy on a term of reference close to their personal values and legacy. This will allow them to guide their organization with conviction through an evolving environment. Key social and economic indicators suggest the current phase requires "age of substance" where organizations demonstrate transparency, authenticity, and speed in order to earn consumer trust and punish those who do not live up to expectations.
2008 Tribalization Of Business Study
Updated presentation as presented at the Community 2.0 Conference in Las Vegas in May 08.
Email me to get access to the latest study results @ francois [at] beelinelabs.com
2018 human trends rise of the social enterprise
The document discusses the rise of social enterprises. Key points:
1. Organizations are increasingly judged on their relationships with workers, customers, communities and society, not just financial performance. Building these relationships is important for reputation and attracting talent.
2. Factors driving this rise include the growing power of individuals like millennials who expect companies to have social purpose, and expectations that businesses will address issues governments cannot.
3. The 10 trends in the report, like the symphonic C-suite and managing the workforce ecosystem, reflect the need for organizations to become social enterprises that listen to external stakeholders and address societal issues.
Combating incivility in the office
Incivility and bullying in the workplace is on the rise, with research finding that 75-80% of people have experienced incivility at work. Incivility hurts company performance and productivity by decreasing employee job satisfaction, commitment, and increasing stress. The article recommends several steps to address incivility including presenting a business case to management on the costs of incivility, using assessments to determine the extent of the problem, providing communication skills training, being transparent about organizational changes, and leading by example in promoting civility.
2008 Tribalization Of Business Study
This presentation was presented at the Society of New Communications Research's New Communications Forum. It contains the preliminary results of the 2008 Tribalization of Business Study on how companies measure progress and success of business communities.
The study is produced by Deloitte, Beeline Labs and the Society for New Communications Research.
Optimising social impact - a guide for charities
This document proposes a model for charities and organizations to optimize their social impact. It argues that many currently use a "deficit model" that focuses on offsetting perceived negative impacts rather than maximizing benefits. The proposed "social benefit" model emphasizes measuring an organization's "structural impact" from its core activities. Additional and complementary activities should complement rather than detract from this. The document advocates for "additional" research and innovation to continually improve social impact through refined core activities. It provides examples from the social housing sector to illustrate how this framework could be applied.
QUESTIONDiscuss how leaders can use emotional intelligence today .pdf
QUESTION:
Discuss how leaders can use emotional intelligence today in the workplace. Include subject
headers that introduce the following topics and relate these concepts to at least one company:
accountability, transformational communication, and values. You may use multiple corporate
examples your choice.
READINGS:
Guy Millar explains the importance of developing emotional intelligence in creating true
corporate values business decisions.\"Yur priority is to establishthe right culture andleadership,
makingcitizenship core to ourvalues and day-to-day\"Committed to safety, respect, excellence,
courageand one team.\"\"...our behaviour being open and honest ineverything we do\".\"...to act
with the highest integrity in everythingwe do\".These are the stated values of some of theFTSE
100 companies that have been pilloried inthe press of late. However, our experience of
theseorganisations has not tallied with these fine words.Users of these companies\' products and
serviceshave felt let down, used or cheated. Trust has beenbroken, with little faith in it being
restored. Forthe employees working in these organisations,there is also a feeling of being let
down, and wherebefore they may have felt proud of their company,they now feel a certain
amount of shame.The soul or heart of any organisation orbusiness is the quality of its
relationships. It seem the people have been forgotten and that manyorganisations\' values have
lost validity - losingtheir reputation and integrity along withtheir souls.The companies that do the
best job of living upto their values and developing ethical employeesrecognise that the real cause
of success - or failure- is always the people, not the words. Ultimatelyactions will say much more
to employees aboutvalues and leadership than words ever can. Ifactions are wise, no one wiU
care if the words arenot perfect. If actions are foolish or iU-considered,the words posted on the
corporate website and inthe staff handbook will only look like propagandaand no one will
believe it.The current wave of corporate disapprovalbegan in 2001 with the bursting of the dot-
combubble, the ensuing bear market, and the financialscandals involving Enron, WorldCom,
Tyco andothers. Ever since, the press has had a field daywith the top people in corporations and
publiclife providing a constant source of entertainmentof the worst kind - ritual humiliation. In
anutshell, the actions of these CEOs, politicians,celebrities and organisations have let them
down.\"If people\'s state of being is not matched by theirstate of doing, they recklessly court
disaster,\" saysMarianne Williamson, author and founder ofThe Peace Alliance\'.References1
WilliamsonM The Ageof Miracles:Embracing theNew MidiifeHay House(2008)2
http://www.towerswatson.com/research/7177Being congruent is really important rightnow and it
goes to the heart of what businessleadership needs to be about.An organisation\'s values should
be anexpression of its culture, of what it believes to bei.
2019 09 21 Failing with Integrity
Failing With Integrity discusses how to fail a business with minimal damage. It suggests caring for customers, partners, employees, and investors by being transparent about failure and minimizing negative impacts. For customers, provide alternatives or refunds. For partners, consider acquisition offers. For employees, provide severance or help finding new jobs. For investors, maintain communication and potentially buy them out. Overall, fail fast but leave time and resources to fail with integrity by prioritizing stakeholders over personal interests.
David and Goliath Culture Gaps Preventing Organizational Growth
David and Goliath Culture Gaps Preventing Organizational GrowthMEECO Leadership Development Institute
Large organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. David-Goliath Culture Gaps
Large organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. These “David-Goliath” culture gaps between the two types of organizations are a major obstacle. But it is also important to recognize and address the hidden internal culture gaps between the hierarchical layers in a large organization.
But these two kinds of gaps don’t necessarily have to kill collaboration. When managed properly, organizations can bridge the divide, learn from each other and drive benefits well beyond the initial technological and market gains.
D273849
This document discusses three common change management models: Lewin's change model, McKinsey 7-S model, and Kotter's 8-step change model. Lewin's model involves three phases - unfreezing, moving, and refreezing. The McKinsey 7-S model examines seven elements - strategy, structure, systems, shared values, style, staff, and skills. Kotter's 8-step model provides an orderly process for preparing for and accepting change. The document also discusses research methods used in a related study on organizational change and communication.
The Paradox of Disruption - CMA B2B Innovation Conference
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Achieving Success Through Social Capital: Tapping the Hidden Resources in You...
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There are two aspects under discussion this week.The first is
There are two aspects under discussion this week.
The first is the degree to which INTERNAL firm culture shapes what the firm can do. For that, please research and comment on Best Buy culture and how that shapes how it does business.
Firms vary in where they recruit from, what other organizations they are linked with, internal protocols and ways of organizing decision-making power, and thus in how they operate in the world. This is NOT a simple assignment.
Second, in your strategic theme statement you stated what Best Buy should DO. Discuss how firm level culture is likely to interact with EXTERNAL (SOCIETAL-NATIONAL) culture. This is particularly relevant if you argued for going international or marketing to a particular demographic. THIS ALSO IS NOT SIMPLE.
Why are you doing this - because not understanding culture is one of the biggest causes of failure for firm expansions, alliances, mergers and acquisitions...to say nothing of why people like you (employees) get fired or not promoted.
References needed
...
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Change conversations creating culture in siloed organisations
- 1. CREATING CULTUREI N S I L O E D O R G A N I S A T I O N S
- 2. Departmental silos are seen as a growing pain for most organisations of all sizes. W H A T I S Y O U R B I G G E S T C O N C E R N W I T H A S I L O E D C U L T U R E ?
- 3. MATTHEW HARRIS, CEO - SENDWITHUS “Departmental silos become problematic when departments develop tunnel vision, solely focused on their own functional area. They can lose sight of the big picture and fail to take into account the impact of what they’re doing in other departments. Communication and transparency between departments breaks down, resulting in organisational dysfunction on multiple levels,”
- 4. "DIFFERENT DEPARTMENTS HAVE THEIR OWN AGENDAS" A recent survey from My Customer.com, shows that 40 percent of company employees report that they aren’t adequately supported by their colleagues because T H E S O C I A L E X P E R I M E N T A U S T R A L I A P T Y L T D MUSIC FASHION ART
- 5. GILLIAN TETT Financial Times: Can You Work without Silos? h t t p s : / / w w w . y o u t u b e . c o m / w a t c h ? v = 8 k C V a A 8 v r d U
- 6. BREAKING DOWN THE BARRIERS T H E G O A L I S N O T T O D E S T R O Y S I L O S T H E M S E L V E S B U T T O E L I M I N A T E T H E P R O B L E M S T H A T S I L O S C A U S E
- 7. DEFINE YOUR COMPANY’S VALUES AND ALIGN THOSE VALUES TO YOUR GOALS (OR SOMETIMES EVEN YOUR GOALS TO THE VALUES) INNOVATIVE CULTURE AS THE FOUNDATION FOR BUSINESS LEADERSHIP BUY-IN IS A GIVEN TRY FAST, ITERATE FAST, FAIL QUICKLY, AND STOP CREATE PLACES FOR EMPLOYEES TO MEET BY CHANCE INCORPORATE WELLNESS FOR EMPLOYEES ATTRACT DISRUPTIVE MINDS Creating Culture
- 8. KEY TAKEAWAYS Silos may decrease social capital, create disorder and complicate the decision making process in a company. Silos themselves do no create these problems, the mentality that comes with them does. Silos are more apt to form in big companies, but small ones are not insured against them either. Forming of silos in the organization is a natural process. Silos do not need to be destroyed if they are used correctly. T H E S O C I A L E X P E R I M E N T A U S T R A L I A P T Y L T D
- 9. Director, Business Strategy & Growth Josephine Otimi josephine@thesocialexperiment.com.au 0402 724 214