Change Management

Hospitals are healing patients faster with 30-year-old Australian technology. Most healthcare facilities still operate in the dark. SolarTube skylights channel natural sunlight through reflective tubes directly into patient rooms and treatment areas. No electricity needed. Just free healing light all day. The healthcare transformation numbers: ↳ Faster patient recovery rates documented ↳ 15% staff productivity increase ↳ Reduced eye strain for medical professionals ↳ Lower patient anxiety during procedures Think about that. Tigoni Medical Center in Kenya installed SolarTubes in their COVID-19 facility. Healthcare workers reported less fatigue, increased alertness during long shifts. Patients showed dramatically improved morale and energy levels. At Rogaska Medical Center, natural daylight flooded clinics without unwanted heat. Staff comfort improved. Patient outcomes followed. Italian dental offices meeting occupational daylight standards found something unexpected: patients felt less anxious. Procedures became more comfortable. Natural light calmed nerves that fluorescent bulbs couldn't. Traditional Healthcare Lighting: ↳ Fluorescent tubes causing eye strain ↳ High electricity costs ↳ Artificial environments ↳ Staff fatigue increases SolarTube Healthcare Reality: ↳ Natural light reduces stress hormones ↳ Serotonin production increases ↳ Circadian rhythms regulate properly ↳ Recovery accelerates naturally But here's what stopped me cold: We're medicating depression while keeping people in artificial light. Jim Rillie invented this solution in the 1980s. Launched Solatube International in 1991. Now 2 million units worldwide bring natural light indoors. Healthcare facilities that adopt it see measurable improvements. Staff wellness increases. Patient satisfaction scores rise. Recovery times shorten. The Multiplication Effect: 1 hospital = hundreds healing faster 100 facilities = thousands of staff energised 1,000 installations = healthcare transformed At scale = medicine working with nature VCC in the UK experienced enhanced well-being building-wide. Staff and patients reported feeling calmer, healthier, happier. Simply from abundant daylight. We're not just installing skylights. We're installing wellness. One beam of natural light at a time. Follow me, Dr. Martha Boeckenfeld for innovations that heal environments and people. ♻️ Share if you believe healthcare should harness nature's healing power.

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

70% of change initiatives fail. (And it's rarely because the idea was bad.) Here's what actually kills transformation: You picked the wrong change model for the job. It's like performing surgery with a hammer. Sure, you're using a tool. But it's the wrong one. I've watched brilliant CEOs tank their companies this way: Using individual coaching (ADKAR) for company-wide transformation. Result: 200 people change. 2,000 don't. Running a massive 8-step program for a simple process fix. Result: 6 months wasted. Team exhausted. Nothing changes. Forcing top-down mandates when they needed subtle nudges. Result: Rebellion. Resentment. Resignation letters. Here's what nobody tells you about change: The size of your change determines your approach. Real examples from the field: 💡 Startup pivoting product: → Used Lewin's 3-stage (unfreeze old way, change, refreeze) → 3 months. Clean transition. Team aligned. 💡 Enterprise going digital: → Used Kotter's 8-step process → Created urgency first. Built coalition. Enabled action. → 18 months later: $50M in new revenue. 💡 Sales team adopting new CRM: → Used Nudge Theory → Made old system harder to access → Put new system as browser homepage → 95% adoption in 2 weeks. Zero complaints. The expensive truth: Wrong model = wasted months + burned budgets + broken trust Right model = faster adoption + sustained results + energized teams Warning signs you're using the wrong model: • High activity, low progress • People comply but don't commit • Changes revert within weeks • Energy drops as you push harder • "This too shall pass" becomes the motto Match your medicine to your ailment: Small behavior change? Nudge it. Individual performance? ADKAR it. Cultural shift? Influence it. Full transformation? Kotter it. Enterprise overhaul? BCG it. Stop treating every change like a nail. Start choosing the right tool for the job. Your next change initiative depends on it. Your team's trust demands it. Your company's future requires it. Save this. Share it with your leadership team. Because the next time someone says "people resist change," you'll know the truth: People don't resist change. They resist the wrong approach to change. P.S. Want a PDF of my Change Management cheat sheet? Get it free: https://lnkd.in/dv7biXUs ♻️ Repost to help a leader in your network. Follow Eric Partaker for more operational insights. — 📢 Want to lead like a world-class CEO? Join my FREE TRAINING: "The 8 Qualities That Separate World-Class CEOs From Everyone Else" Thu Jul 3rd, 12 noon Eastern / 5pm UK time https://lnkd.in/dy-6w_rx 📌 The CEO Accelerator starts July 23rd. 20+ Founders & CEOs have already enrolled. Learn more and apply: https://lnkd.in/dwndXMAk

I just watched a brilliant young mind quit after his first performance review.  The system didn't fail, it worked exactly as designed. And that's the problem. A close friend's son called me yesterday asking for advice. This kid has always been exceptional - top of his class, and one of the most hardworking young minds I know. He joined a company last year, excited to prove himself. His first performance review just happened. They put him on a PIP for "team collaboration issues." Here's what actually happened that past year: + On-time, flawless project delivery. + Zero complaints from stakeholders. + Often stayed late to get things right. But he wasn’t loud. He didn’t hang around in Slack threads and coffee chats or networked just for the sake of being visible. He focused on the work. And that somehow became a problem. When he called me, his voice was shaking. "I keep questioning myself. Maybe I really am terrible at my job." Just imagine an A-player, now doubting his entire future because our review systems punish introverts, misfit metrics, and non-traditional brilliance. I told him what I'm telling you: You're not the problem, kid. The system is. Four decades in this industry, and this still breaks my heart every time.  We're crushing exceptional talent with processes designed for a different era. We measure yesterday's activities instead of tomorrow's potential. The best leaders understand that real performance happens in real-time, not annual reviews. They coach continuously, celebrate wins immediately, and address challenges before they destroy confidence. ✅ Netflix eliminated performance reviews entirely.  ✅ Adobe replaced them with ongoing conversations.  ✅ Google shifted to quarterly goals with continuous feedback. These aren't experiments, they're competitive advantages. While traditional companies waste months on review documents nobody reads, smart organisations invest that time in actual development conversations that drive results. We need to replace annual reviews with monthly check-ins that matter. And most importantly, replace the assumption that people need to be "reviewed" like products with the understanding they need to be supported, challenged, and trusted to grow. That young man will find a company that values his work ethic over his small talk skills. His former employer will keep wondering why they can't retain talent while using the same broken processes. The difference will transform one organisation and devastate the other. So, stop managing performance like it's a quarterly report. Start enabling it like it's a human being's career and dreams. #performancereviews #thoughtleadership

For years, the biggest players in CPG and FMCG—Unilever, Nestlé, Kraft Heinz—built their empires on food. But now? They’re making a massive pivot..if you had told me 5 years ago that these brands would be pulling back from food, I would’ve raised an eyebrow. -Unilever is cutting loose its $8 billion ice cream division, choosing to focus on higher-margin beauty and wellness. -Nestlé is doubling down on health-science-based nutrition as food brands struggle with pricing power. - #CPG giants are seeing stronger growth in self-care, supplements, and skincare than in traditional food categories. The global personal care market is expected to hit $758 billion by 2030, while processed food growth slows. Why This Shift? 1. Margins in food are shrinking. Consumers are trading down, private labels are winning, and inflation-wary shoppers aren’t absorbing cost hikes like they used to. 2. Health & wellness are driving premiumization. Customers will pay more for skincare, supplements, and functional beverages—but not for basic pantry staples. 3. Brand loyalty in food is eroding. Over 50% of consumers are comfortable switching food brands based on price, but loyalty remains strong in beauty, healthcare, and wellness. Winning Brands Are Already Moving: -L'Oréal’s skincare division posted 9.1% revenue growth last year, while traditional CPG food brands saw single-digit declines. -The Coca-Cola Company is investing in functional drinks and non-carbonated wellness categories to stay relevant. -PepsiCo’s biggest success? Gatorade’s expansion into hydration and performance-based drinks, not soda. CPG Leaders: ✅ Stop thinking of food as the core driver of growth. Instead, align with evolving consumer behavior. ✅ Invest in personalization, self-care, and functional health. That’s where demand (and pricing power) is strongest. ✅ Rethink your brand mix. Is your portfolio weighted toward categories that will still be relevant in 5-10 years? So, here’s my question to FMCG execs: Are you future-proofing your brand strategy—or just managing decline? Let’s talk. #FMCG #CPG #ConsumerTrends #GrowthStrategy #Beauty #Wellness #RevenueShift #BrandEvolution "

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

Most changes fail, especially if they are complex. But why? The Lippitt-Knoster model explains exactly why you don’t get what you want. Making changes is notoriously difficult, especially if they are substantial and complex. In response, there are many change management approaches and step-by-step instructions for managing change. But, to manage change, it is essential to first understand it. Once we know the key ingredients of a successful change, we know what it takes to make it. Even more importantly, once we know these ingredients, we also know WHY a change fails, so that we can do something about it. According to the Lippitt-Knoster Model for Managing Complex Change, a complete change effort requires the following six ingredients: 👉 Vision: sets the direction and explains why the change is needed 👉 Consensus: creates alignment and commitment for the change 👉 Skills: outlines the skills and expertise needed to realize the change 👉 Incentives: creates the motivation and drive to make the change 👉 Resources: enables the change with the needed time, money and tools 👉Action Plan: clarifies the roadmap and steps for realizing the change All six are needed. Consensus was added later by Knoster and it’s not so clear if both originators agree. Yet, I find it essential for any change to be successful, so you need all six. If you miss one you don’t get the change you want. ❌ Miss Vision and you get Confusion ❌ Miss Consensus and you get Sabotage ❌ Miss Skills and you get Anxiety ❌ Miss Incentives and you get Resistance ❌ Miss Resources and you get Frustration ❌ Miss Action Plan and you get False Starts So, here is what it takes to make a successful (complex) change: Step 1: Vision. Create and share a clear vision of the change and why it is needed. What will the new situation look like? Step 2: Consensus. Engage people across the organization to gather input and align their viewpoints in line with the vision. Step 3: Skills. Identify which skills are needed, provide the necessary training, upskill or attract people with the right skills. Step 4: Incentives. Understand what motivates people and create the right mechanisms for intrinsic and extrinsic motivation. Step 5: Resources. Reserve enough time and money for making the change and obtain the necessary tools, technologies and other resources. Step 6: Action Plan. Develop a high-level roadmap and detailed action plan that outlines the priorities, order and steps for making the change. === Want to create true and lasting change? Then the Certified Strategy and Implementation Consultant (CSIC) program may be something for you. For more information and registration for the September 2024 cohort of this exciting program, and booking a call with our enrollment advisor, visit our website strategy.inc. 

Ever heard of the Lippitt-Knoster Model for Managing Complex Change? It's a classic in the change management world, laying out the essential pieces needed to navigate big transformations. Taking a cue from that, I've adapted it to fit the world of digital transformation. There are seven key elements you can't afford to miss: Vision, Strategy, Objectives, Capabilities, Architecture, Roadmap, and Projects & Programs. Skip any one of these, and you're asking for trouble. Here’s why each one matters: • 𝐕𝐢𝐬𝐢𝐨𝐧: This is the 'what' of your transformation. A clear vision gives everyone a target to aim for, aligning all efforts and keeping the team focused. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲: Think of this as the 'why' and 'how.' A solid strategy explains the logic behind your vision, showing how you plan to get there and why it's the best route. It’s designed to guide everyone in the company on how to make decisions that support the vision, aligning all efforts and keeping the team focused. • 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞𝐬: These are your milestones. Clear, specific objectives make it easy to measure success and ensure everyone knows what's important. Without them, you can easily veer off course and waste resources. • 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬: These are what your company will now be able to do that it wasn't able to before in order to achieve the objectives. These can be organizational capabilities (like improved decision-making), technical capabilities (such as real-time operational visibility), or other types like enhanced customer engagement or streamlined processes. • 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞: A robust architecture ensures all your tech works together smoothly, preventing inefficiencies and costly headaches. This includes various types of architecture such as data architecture, IT infrastructure architecture, enterprise architecture, and functional architecture. Effective architecture is central to reducing technical debt and aligning software with broader business transformation goals. • 𝐑𝐨𝐚𝐝𝐦𝐚𝐩: Your roadmap is the game plan. It lays out the sequence of actions, helping you avoid uncertainty and missteps. It's your guide to getting things done right. • 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬 & 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬: These are where the rubber meets the road. Actionable projects and programs turn your strategy into reality, making sure your plans lead to real, tangible outcomes. From my experience, I think '𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬' and '𝐑𝐨𝐚𝐝𝐦𝐚𝐩' are the two most overlooked. What do you think? ******************************************* • Follow #JeffWinterInsights to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

A cheat code to unlock professional growth in 2024. The 4 Types of Professional Time: There are 4 types of professional time: 1. Management: Meetings, calls, emails, etc. 2. Creation: Writing, coding, building, preparing. 3. Consumption: Reading, listening, studying. 4. Ideation: Brainstorming, journaling, reflecting. To make improvements to your balance of time, first assess your starting point: Starting on a Monday, at the end of each weekday, color code the events from that day according to this key: • Red: Management • Green: Creation • Blue: Consumption • Yellow: Ideation At the end of the week, look at the overall mix of colors on the calendar. The image in this post is an illustrative example of how it might look. This simple exercise should give you a clear picture of your current baseline mix of professional time. With your baseline mix in mind, here are three tips for a more optimal balance: 1. Batch Management Time Create discrete blocks of time each day when you will handle major Management Time activities. 1-3 email processing blocks per day. 1-3 call and meeting blocks per day. The goal here is to avoid a schedule where the red bleeds out everywhere across every single day. We are trying to keep the Management Time windows as discrete as possible to create space for the other types of time. 2. Increase Creation Time Creation is what propels us forward, with more interesting projects and opportunities. We all need more Creation Time in our days. As you batch Management Time, carve out distinct windows for Creation Time. Block them on your calendar. Don't check your email or messages during them. Focus on creation during your Creation Time. 3. Create Space for Consumption & Ideation Time Consumption and Ideation are the forgotten types of time because we rarely create space for them, but they are critical to long-term, compounding progress. History's most successful people have all made a practice out of creating space for reading, listening, learning, and thinking. We can draw a lesson from this. To start, schedule one short block per week for Consumption and one short block per week for Ideation. Stay true to the purpose of the block. Own that before increasing the presence of these types of time in your schedule. With these three tips in mind, you're well on your way to building a more optimal balance across the four types of professional time. *** You can join 650,000+ others who receive these actionable insights in my 2x weekly newsletter here: https://lnkd.in/esGsF85Q Enjoy this? Share the post with your network and follow me Sahil Bloom for more in future!

Should you try Google’s famous “20% time” experiment to encourage innovation? We tried this at Duolingo years ago. It didn’t work. It wasn’t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives we’ve tried, what we’ve learned from each, and what we're going to try next. 💡 Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: It’s given to individuals, but we want to incentivize team work. What’s more, it’s not necessarily a framework for coming up with the next big thing. 💻 Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. 💥 Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if it’s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike team’s work is done. 👀 What’s next? We’re working on a program that proactively identifies big picture, unassigned problems that we haven’t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas