Innovation

/Innovation

Welcome to the world

Today our world added its 7 billionth member. Imagine a world population of 7 billion people!  While that is staggering, I find the rate of growth even more astounding. In 1999, we had just passed the 6 billion mark, which is 1 billion people in just over a decade.  And in just 8 more years,

By | November 15th, 2011|

Why Don’t We Learn?

In 1992 Margaret Wheatley wrote a book, Leader and the New Science. I had it in my bookshelf for probably 10 to 15 years but never got around to reading it, that is, until now. I am amazed at how much she writes is what I present in my book The Living Organization®. She describes

By | August 5th, 2011|

Why Activity Alone Isn’t Enough

One of the three tenets of The Living Organization® model for creating results is the interdependence of the three energy fields of Activity, Relationship, and Context. The Context defines what the possible range of results can be. Yet, we continually lean on our predisposition to understand everything through the lens of Activity, the energy of

Gregg Tribute

I lost a dear friend and partner this past month. Many of you knew Gregg Gallagher, who passed on April 6, 2011 after loosing a brave battle against cancer. It is very hard for me to put into words my feelings, thoughts and remembrances of Gregg because the experience of knowing him runs much deeper

By | May 11th, 2011|

A Non-Profit Discovers Its Soulful Purpose™

This past weekend we facilitated a strategy session for the board of directors of a local non-profit. Our major objective was to create a greater level of engagement among the board (especially among its large percentage of new members) and to focus their efforts on their number one challenge—funding. Most facilitators would have focused on

Who is to Blame?

We continue to hear people calling for the business community to be more accountable for their actions.  Nowhere is this stronger than in the relationship business has with our environment, our planet and its resources. I don’t want to pretend this is a simple issue and one that can be easily addressed.  I do not

Executing an Innovative Strategy

As we discussed last week there is a difference between an Incremental Strategy and Innovation Strategy. All strategies are designed to improve performance, which means you are going to do something different than what you are doing. Whenever you establish a new strategy, you are establishing a desire to change something.  Whether it is incremental