Around in Circles: Breaking Circular Conversations and Getting to Alignment Through Tension Discovery

Around in Circles:  Breaking Circular Conversations and Getting to Alignment Through Tension Discovery Imagine that you’re sitting in a planning session with your department heads. Your VP of Marketing and your CTO are debating the merits of moving to an automated customer service platform. Marketing emphasizes the need for real-world customer experiences. IT stresses the cost savings and efficiencies to be gained via automation and outsourcing. Both have valid points — that’s not the problem. The problem is that neither are backing down. The conversation circles round and round for an hour, eating up everyone’s time.

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Leaning into Inclusion to Elevate Shared Value: How Warner Bros. is Tackling Hollywood’s Biggest Challenge, and Driving Lasting Impact

Leaning into Inclusion to Elevate Shared Value:  How Warner Bros. is Tackling Hollywood’s Biggest Challenge, and Driving Lasting Impact  Community-focused efforts can deliver greater value when business and social outcomes are not considered to be in conflict. Pure philanthropy does not always produce more impact than strategic Corporate Social Responsibility (CSR) - activities where both business and societies benefit. Corporations can also benefit from having a positive impact.  Highly effective, high-impact strategic CSR faithfully deploys shared value principles in a way that maximizes both the business value and social impact of community investment. ​

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Out of Habit: Breaking Routines and Behaviors That Hinder Deselection

Out of Habit: Breaking Routines and Behaviors That Hinder Deselection Visionary tech pioneers like Mark Zuckerberg and Steve Jobs made a habit out of wearing the same outfit day in, day out. However, not all habits lead to productive outcomes (like overcoming decision fatigue), and the habits of leaders and employees can create enormous hurdles for organizations looking to pursue a deselection strategy. In the fifth article in our series on deselection, we explore how leaders can harness the potential of habits to drive alignment.

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More Than a Feeling: Managing the Emotions Associated With Deselection

More Than a Feeling: Managing the Emotions Associated With DeselectionWhile it is common to focus on the objective processes and metrics when undergoing significant transformation, it is also important to consider the emotional impacts deselection and alignment can have on your organization. Recognizing these emotions and helping to manage them will determine how successful you are in embedding the need to change within your organization. This blog post will unpack three cases of an emotional reaction to deselection and how those emotions were (or were not) addressed by leadership. This is the fourth post in a six-part blog series that examines the cultural barriers to deselection. They include the impacts of ownership, identity, emotion, habit and collaboration on the ability of an organization to deselect, align and increase capacity. The first post provides an overview of deselection and why the cultural aspects of it are important.

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All for One and One for Some (Tasks): Embedding deselection and strategic alignment within the identity of your workforce

All for One and One for Some (Tasks): Embedding deselection and strategic alignment within the identity of your workforceThis is the third post in a six-part blog series that examines the cultural barriers to deselection. They include the impacts of ownership, identity, emotion, habit and collaboration on the ability of an organization to deselect, align and increase capacity. The focus of this post is understanding the connection between deselection and workplace identity. The first post provides an overview of deselection and why the cultural aspects of it are important.

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“No” on my Watch: Taking ownership of deselection

“No” on my Watch: Taking ownership of deselectionThis is the second post in a six-part blog series that examines the cultural barriers to deselection. They include the impacts of ownership, identity, emotion, habit and collaboration on the ability of an organization to deselect, align and increase capacity. The focus of this post is dealing with the challenges around employees taking ownership of deselection. The previous post provides an overview of deselection and why the cultural aspects of it are important.

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PRESS RELEASE: Karrikins Group Named a Colorado Companies to Watch Winner

PRESS RELEASE: Karrikins Group Named a Colorado Companies to Watch WinnerKarrikins Group announced today that it has been named a Colorado Company to Watch, acknowledging the drive, excellence and influence of Karrikins Group as a growing company in the state. Colorado Companies to Watch honors second stage companies that develop valuable products and services, create quality jobs, enrich communities, and create new industries throughout Colorado. 

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Breaking Up is Hard to Do: Why deselection is difficult despite increasing capacity demands

This is the first post in a six-part blog series that examines the cultural barriers to deselection. They include the impacts of ownership, identity, emotion, habit and collaboration on the ability of an organization to deselect, align and increase capacity. This first post discusses the utility of deselection and why the cultural aspects are important.

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6 Strategies For Unleashing A Culture Of Innovation In A Changing Retail Landscape on YPO

6 Strategies For Unleashing A Culture Of Innovation In A Changing Retail Landscape on YPOArticle by Melissa Fleming Consumers have altered how they shop. Retail executives, however, are not necessarily changing how they run their day-to-day operations to deal with the disruptions they know are affecting their industry. To survive the shifts, however, will take creative solutions that make shopping easier and more exciting. Retailers need to move from awareness and acknowledgment of the challenges to action with the right strategic and cultural response.“Even if you as an executive recognize the change and set the strategy, if your staff is not seeking opportunities to innovate, then the strategy becomes merely potential on a page,” says YPO member Peter Sheahan, CEO of Karrikins Group, a behavior change company, and author of “Matter: Move Beyond the Competition, Create More Value and Become the Obvious Choice,At a recent Geniecast during the second annual YPO Innovation Week, Sheahan shared strategies for creating a culture capable of executing new ideas, scaling new business models, and innovating in the face of change and disruption in the retail industry.

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8 Ideas For Refreshing Your Message To Customers on Creative Warriors

Ensuring that marketing and brand messages resonate with the public is a constant challenge for companies. It's important to regularly re-evaluate what you're doing and ask what can be done differently. Michael Mink of Investor's Business Daily shares 8 Ideas For Refreshing Your Message To Customers.

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