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Identifying individuals with better outcome than their peers (positive deviance) and enabling communities to adopt the behaviours that explain the improved outcome are powerful methods of producing change
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Technological Revolutions and Financial Capital presents a novel interpretation of the good and bad times in the economy, taking a long-term perspective and linking technology and finance in an original and convincing way. Carlota Perez draws upon Schumpeter's theories of the clustering of innovations to explain why each technological revolution gives rise to a paradigm shift and a 'New Economy' and how these 'opportunity explosions', focused on specific industries, also lead to the...
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Do you ever stand back and try to see the big picture, the view from 50,000 feet of what's going on in organizations, communities, the world? From up there, how would you describe these times? Is it a time of increasing economic and political instability, of growing divisiveness and fear, of failing systems and dying dreams? Is it a time of new possibilities, of great examples of hope, of positive human evolution, of transformation? Are we succeeding in solving major problems, are we...
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When Barbara Waugh joined the Hewlett-Packard Corporation in the mid-80's, this 60's radical encountered a company with a benign but topdown leadership. As she progressed from recruiting manager to world change manager, she used a set of radical tools to transform its corporate culture and to help realize the true potential of The HP Way.
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Jerry Sternin’s job was to help save starving children in Vietnam. Faced with an impossible time frame, he adopted a radical approach to making change. His idea: Real change begins from the inside.
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More and more companies struggle with growing competition by introducing improvements into every aspect of performance. But the treadmill keeps moving faster, the companies keep working harder, and results improve slowly or not at all. The problem here is not the improvement programs. The problem is that the whole burden of change typically rests on so few people. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every...
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"Three Horizons" is a framework, developed by Bill Sharpe, as a valuable and intuitive tool for efficiently guiding systems change across various fields The framework itself provides a structured way to think about future change by categorizing developments into three horizons: - Horizon 1 represents the dominant current system, which is increasingly less able to meet emerging needs. - Horizon 2 involves innovations and disruptions that could potentially replace or transform the current...
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