"If there is no struggle, there is no progress."
--Frederick Douglass
There are many benefits to being exposed to more challenges. Many outstanding executives, academics, and journalists shared helpful ideas and comments while I was developing the breakthrough change process.
Interestingly, only one person commented on my story about some lizards. However, that one person happened to...
Adding irresistible forces and their shifts as factors in analyzing potential competitive interaction can help you to create circumstances in which you have the playing field to yourself. This happens when competitors are unwilling or unable to respond. As a result, you can gain more advantage sooner and for a sustained period of time.
Which irresistible forces are affecting each of...
Many irresistible forces may conspire to retard your company's repetitive use to create better results. If you allow that slowdown to occur, you increase the likelihood of having one breakthrough that you cannot follow promptly with another.
You'll be tempted, in particular, to shorten up your training efforts in order to get more gains from your early insights. However, you need to follow...
Much professional basketball playing today is based on the old rule of playground ball, "Beat the other guy one-on-one." Naturally, if you can also make a pass to someone who is relatively wide open, that works even better. That gives you two strategies that will succeed.
Basketball players, however, enjoy winning one-on-one more than they do passing the ball. As a result, you often see two...
Consider your management of irresistible forces as a competitive tool for creating product and service differentiating strategies. Early in the use of this process, your competitive thinking will tend to be pretty primitive. You'll probably only consider the opportunity to arrive first with a better solution to the irresistible force circumstance.
By continually working through the...
When you first use the process, you'll probably look primarily at areas where large, obvious forces are operating. You may also limit your consideration of these forces to the impacts on immediate stakeholders. Many of the most valuable insights will come from moving beyond these initial perspectives.
Did You Feel Something?
In your initial applications of irresistible force management,...
The first time you go through the irresistible force management process, you'll find that unfamiliarity with the process will slow your progress at various stages. As you repeat the process, familiarity and the reuse of information that you have developed in the past will allow you to proceed more rapidly.
Learn, People, Learn
You can expand on and improve your existing thinking by...
"Few things are impossible to diligence and skill . . .
Great words are performed not by strengthen, but perseverance." --Samuel Johnson
Many businesses enjoy one smashing success but are then unable to repeat that breakthrough in the future. As the world changes around them, the benefits of the initial advantage erode and performance lags. They need help, fast! Is there a doctor in the...
The best ways to encourage people to accomplish a task has become an eternal debate among those who study motivation. It's easy to define an incentive as simply what motivates someone to focus on the right things at the right time and in the right way.
It's helpful to create incentives to use skills well. What's the best way to do that?
Some focus on freedom of scope and action. Others...
Once you have identified the skills and determined who in your firm already has them, you now need a way to create a continuing expansion of those important skills. The best way to do this is to transfer them from those who already have them to those who need them. With the proper approach, you can rapidly multiply how many people are learning and shorten the organization's learning period.
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