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How do you become the obvious choice in the hearts and minds of your customers, employees, and community? The answer is value. You either create more value than your competitors or you don’t. The more important question is how? In this case study-rich, and highly insightful book, Peter Sheahan and Julie Williamson PhD unpack for you the results of a multi-year, multi-industry study which answers the following questions:

What constitutes value in the mind of your most important customers?
Where are opportunities to create more value found?
What capabilities are needed in your organization to find and exploit those opportunities over and over again, even as the market changes and disruption continues?
You will be given a road map to finding your most valuable edge of disruption, develop the tools for building the relationships required to influence and partner with the right customers and clients, and find the inspiration and courage to lean into complexity and solve the higher order problems your clients face.

By Julie Williamson

Elevate Your Perspective to Get a Clear View on Healthcare Disruption

Health care in the United States is in the midst of a fundamental transformation, and the system is seeking to reward those organizations that can successfully maintain the health of their patient populations. This is in stark contrast with the old model of rewarding the care provider for the number of treatments completed. Not surprisingly, this shift from the old fee-for-service model to the new value-based model is perceived as being difficult and fraught with risk.

In the midst of this market disruption, there are some integrated health networks that have been pioneers, working at the leading edge of adopting new care models, payment structures, and technology implementations. Not every organization can take on the substantial risk that pushing the envelope entails, but that doesn’t mean they can’t work to be disruptive forces in their market or industry.

“For most companies, it is a very difficult position to take, to upturn the apple cart and do something completely different,” said Julie Williamson, vice president, strategy and research for Karrikins Group and co-author of the book Matter: Move Beyond the Competition, Create More Value, and Become the Obvious Choice. She suggests examining what it is that makes your company unique and, specifically, the value it brings to the marketplace. Using this understanding for perspective, then look out into the industry and the broader market—not just your industry, but other spaces—and see the disruptions that are happening relative to the value you are trying to provide.

Assessing these two dynamics allows company executives to develop an “elevated perspective” about the company’s position in the market, the disruptions that are happening, and where they can make substantial changes within the organization that affect not just the company, but the industry and market. “That is the concept of being on the edge of disruption, instead of just falling into it and letting the chips fall where they may,” Williamson said. She delivered a keynote session at ANI: the 2016 HFMA National Institute that highlighted ways for organizations of all sizes to make their own disruptive transformations.

Elevate Your Perspective

To elevate your perspective and define the edge of disruption for your organization, company leaders need to become curious about what is going on not just within the healthcare industry, but also in other, non-related, industries. This is fundamentally a learning exercise and one that you should encourage others on staff to engage in as well. It takes healthy questioning from all involved to successfully define a company’s competitive edge.

“One of the things we find often in our clients is they become myopic to what is happening in the world,” Williamson noted. “So, disruptions, even small disruptions, feel huge. And there are important disruptions they might not know about or see how those disruptions impact them, or connect to them. So, one of the first things we encourage people to do is to find the time and the space to learn about what is happening more broadly.”

Likewise, Williamson added, company leaders should bring their customers into the process to find out those things that really matter to them, as well as their views on what they value about the relationship and the services they provide. “We are huge advocates of co-creating your perspective, because what you assume are your strengths may be what is holding you back, and you may not even realize what your customers actually value or what your market values,” she said. “It is really important to get that outside view as you are working to elevate your perspective.”

Elevate Your Relationships

Once a company has elevated its perspective to understand its own edge of disruption, it will need strong relationships to implement planned changes. Working on this edge means the company can have significant influence on its market, industry, and the customers with whom it does business. Any transformation in the company doesn’t happen in a vacuum, and, just as elevating perspective should be a co-creating activity, so, too, should you seek industry partners and customers who are willing to work with you to redefine how you conduct business.

One company that has effectively elevated its relationships, Williamson said, is healthcare supply-chain management company GHX. “They know the distributors, the suppliers, and the hospitals and other care providers. They have brought them all together to work on some pretty major industry challenges,” she said. “Having the relationships to be able to get that kind of collaboration to meaningfully change the market is a great example of the power of elevated relationships.”

Further, by developing elevated relationships, organizations are empowered to sell into higher levels of customers’ companies to elevate the value of the products and services provided. Williamson used Lakeside, a Canadian logistics company that at one time was fighting tooth and nail with other companies to book $50 freight lanes, as an example of this kind of change. Its disruption was to back away from the low-value, commoditized market of providing freight services $50 at a time to becoming a freight logistics company. Today, it is not uncommon for Lakeside to sell $1 million to $5 million contracts to manage an entire company’s logistics needs.

Elevate Your Impact

Defining your edge of disruption and identifying market need will make no difference if you don’t execute on the idea. This is often where the hard work begins, even after a company has built the foundation for understanding the needed disruption and leveraged relationships with others who can be brought along on the journey.

“I think people get stuck here because often this is where money comes in. You have to spend a little to get a little, and this is where the risk becomes real,” Williamson noted. “The courage to answer the call and take the leap comes from your elevated perspective and relationships, and your commitment to make sometimes profound changes—to see the world differently.”

The drive to elevate your impact manifests in the effort necessary to reorganize how a company does business, it can potentially fall flat if companies’ leadership hasn’t given full weight to elevating their perspective and their relationships. “People make assumptions about their customers and markets, and, most often, it is that customers want what they have always wanted,” Williamson concluded. “This view means a couple of things. One, they don’t have the right relationships to help them really understand what the impacts are of the various disruptions that are going on for their customers and within their market. And, two, they haven’t stepped out far enough in developing an elevated perspective, because they don’t have a full understanding of what they could be doing in order to create value.”

http://www.hfma.org/ANI/Elevate_Your_Perspective_to_Get_a_Clear_View_on_Healthcare_Disruption/

By Peter Sheahan

The Denver Business Journal asked metro Denver companies: Can you tell your company’s story in a compelling way in the time it takes to travel 52 floors in an elevator? Many companies answered the call and several were selected to make a video telling viewers about their company while riding from the top floor to the ground floor at one of the city’s skyscrapers.

This week meet Peter Sheahan, the Group CEO of Karrikins Group, a Denver based consulting firm focused on elevating their clients to be the obvious choice in the hearts and minds of their customers, communities, and employees.

http://www.bizjournals.com/denver/video/c5Mm1tMzE6fbbInFFp_5FReDTAecF4mp?autoplay=1

By Karrikins Group

For years, ChangeLabs has provided services to clients around the world, built behavior changing programs that nudge people forward, crafted events that inspire and provoke participants, and delivered consulting services that help companies orient towards the future. We realized in this past year that we have reached a point in our own journey where we have outgrown our ChangeLabs name, and we began a process to bring increased focus on the company we are today and want to be in the future. That clarity yielded an important insight. We love to help our clients create more value for their markets, employees, and communities through positive growth. Growth may require behavior change and transformation, challenging deeply held assumptions, revaluating old problems in new ways, and articulating a bold set of strategic commitments, together with a path to deliver. Change is only one part of our story, and we needed to think differently about how we present ourselves to the world.

We are pleased to announce our new name: Karrikins Group. The name is inspired by a natural chemical compound that activates new growth in plants after disruption, and as a catalyst for positive change, it represents the spirit of our organization. Karrikins Group continues the core mission of ChangeLabs by standing at the intersection of social impact and commercial gain.

Our Business Growth Solutions (BGS) practice area focuses on consulting services for companies striving to matter more to their markets, employees, communities, and investors. Like the karrikins compounds that stimulate growth, we strive to catalyze growth in the organizations and people we encounter, especially those in the midst of disruption. We partner with clients who want to matter more in their markets and communities to help them to succeed in both, with employees who are aligned and committed to the future. Our Community Investment Solutions (CIS) practice area works with companies to build world class programs to drive positive behavior change while supporting the long term goals of our clients. CIS increases business value and social impact of community investments through strategic alignment, branded programming, and evaluation and measurement for some of the most well-known brands around the world.

Our founder and CEO, Peter Sheahan, together with other thought leaders in our group, will continue to speak at worldwide events, taking our message of how to matter more out to larger audiences and venues. Peter’s passion for compelling positive change in people while building momentum for growth in companies is unparalleled, and his speaking events are consistently rated at the top of the scale based on participant feedback. Karrikins Group is excited to be delivering thought-leadership experiences world-wide, with several speakers and facilitators available to take the message out to audiences large and small.

We are excited about the future and how we can matter more to our clients, communities, and employees. Our new name reflects that optimism and commitment to growth. Please join us in launching Karrikins Group to the world, and feel free to reach out if you have questions, suggestions, or comments – your voice is always welcome. Our new website can be found at karrikinsgroup.com, and our other digital platforms will be following suit, including Facebook, Twitter, and LinkedIn.

By Julie Williamson

If you’ve set a clear strategy, you have your ‘why’ questions answered. Why pursue a new market? Why disrupt a factory process? Why divest a business, or acquire something new? But, once you’ve set that, you can’t just sit around and wait for the future to come your way.

You have to tackle the ‘how’ at some point, and that’s often what we call the ‘ice age’ of strategy – the dreaded implementation phase. ‘How’ questions become about investment of dollars, time, and other finite resources – they are where the rubber meets the road. Unfortunately, too often the rubber doesn’t meet the road, and no progress is made against a well defined strategy.

Here’s the problem with that. As you’ve no doubt seen in your own organization, the future inevitably arrives. And when it does, it often has all of the problems, opportunities, and challenges you thought about when you were building your ‘why’ answers. But, if you haven’t executed on the ‘how’, you will potentially move from a burning desire to a burning need, or from a burning need to a burned down opportunity, neither of which are places you want to be.

Having a clear ‘why’ should help make the ‘how’ more approachable, but it doesn’t create the organizational fortitude to take on really big challenges. For that, you often need to build broad coalitions of support for your strategy, where the ‘why’ is well understood. This can include shareholders, market watchers, employees, customers, and others. Guess what? The only way to get that coalition on board with taking on the tough ‘how’ details is to share with them the big ‘why’ answers. If you can’t overcome organizational obstacles to make progress against your strategy, you likely haven’t grounded enough people in the strategy for them to care enough to support it. You have to be ready to inspire people to action, to bring them together to deliver on a common goal. Are you ready to do that? Or are you keeping your strategy under wraps, hoping that the forces of good will conspire to deliver on it? If you are, you will still likely struggle when it comes to answering ‘how’ as in ‘how are we going to get that done’? Share why you are doing something broadly to create the support you need to power through the tough details of how you do it.