KaizenBiz A New Home for KaizenBlog

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Posted on February 21, 2012 by Elli

KaizenBiz…developing people and business ideas

#Kaizenbiz is our new name but many of you will know us from the Twitter chat #KaizenBlog. Our new home is kaizenbiz.com for both the chat and our community. This seems to fit us better and represents the focus of our discussions. We are still creating our site and more content will be coming soon.

Kaizen is the Japanese concept that means continuous and incremental improvement. We use this concept on a weekly Twitter Chat #KaizenBiz to frame our discussions on various aspects of business. We have been growing a strong community and it needed a larger home – so here we are, new and improved.

Your host, Elli St. George-Godfrey, @3KeysCoach on Twitter, you can learn more about Elli at www.AbilitySuccessGrowth.com.

Latest Ideas of the Future of Social Entrepreneurship

Posted on May 16, 2013 by Elli St. George-Godfrey

Social entrepreneurship has been getting more and more on people’s radar as it becomes more mainstream. Social entrepreneurship is a subset of entrepreneurship with the emphasis on using business to drive a social change. On the the Twitter chat, we have featured guests like Nick Allen of Spring Ventures and Eve Blossom of Lulan Artisans. But social entrepreneurship is so varied in the types of products and services offered as well as its sociological impact that it is worth taking a look at what might be coming next.

What’s driving the future?

According to thepost on Fast Company about the 10th annual Skoll World Forum,there are 10 ideas emerging:

1. Changing systems- Taking the “it’s always been done this way” and providing a fresh or completely different way of doing things

2. Change is accelerating- New ideas and technologies are being offered in the marketplace at a faster pace than perhaps has been experienced in the past

3. To solve our problems, we need more problem solvers- Encouraging all people to take part in solving problems in their own communities and beyond

4. It starts with young people- Educating more young people to be entrepreneurial as well as guiding them to be changemakers

5. Scale through collaboration- More and more startups and organizations are partnering, franchising or scaling through influence are providing new models for growth

6. Technology is driving creative disruption- With more access to devices that connect us all, there is more democratization and opportunity, particularly in developing economies.

7. Power is moving from few to many- Anyone can have a voice and anyone can use real time data so less of the power is concentrated in an elite group.

8. The silos are breaking down- A question was raised regarding if the former boundaries and models of NGO’s, corporations and governmental agencies are being redefined.

9. Here comes the social intrapreneur- Increasing numbers of changemakers within established organizations leading the way to more sustainable and human-centered endeavours.

10. When you pass the torch on, light many fires- Succession planning and legacies goes beyond simply finding someone to step into your shoes.

Lots of different angles to change the world

All of the social entrepreneurial ventures take a known problem or practice and simply create a response that gives us an opportunity to look at our world differently. Sometimes the best way to create a different result is to change the playing field. In the post, Independent Diplomat and Khan Academy were featured but there are others. One venture that is changing a system is the Irish small business cooperative, Smeople (I wrote this profile on Rob Marr on TweakYourBiz.com). Whether it is diplomacy, education, small business funding, hospitality or the fashion and apparel industry, changing the world is not a one solution enterprise.

Interconnected world

So far, many of the 10 ideas mentioned above are young in their development, even 10 years on. There are uncertainties about how viable some of the business models are as people work to combine social good with earning profit. It seems we are in a time of great change that involves social and economic models.

Two slogans come to mind as I look at these 10 different ideas. One is that “all politics is local” which was coined by Tip O’Neill, former Speaker of the House in the US Congress and the other is “act locally, think globally”. As social entrepreneurs step into gaps left by NGO’s, governmental policies or cultural mores, it seems that a grassroots response is producing these new ideas which have a foundation in older ideas. Perhaps we are seeing the cornerstone of a new perspective on business. Instead of business being a greedy and uncaring entity, it can be a source of social change, generosity and caring. It remains to be seen as these various ventures mature over time.

Join us Friday, May 17th at 5pm GMT/12pm ET/9am Pt on the Twitter chat, #KaizenBiz as we discuss the future of social entrepreneurship. Here are the discussion questions:

What do you observe about social entrepreneurship?

How do you see the idealism of social entrepreneurship becoming more mainstream?

What are potential barriers to more adoption of the spirit of social entrepreneurship?

Who gets left behind as social entrepreneurship becomes more mainstream?

What expectations are being created for social entrepreneurial ventures in terms of sustainability, creating customers and earning profit?

What role should businesses have in creating a more equitable and just world?

About the author: Elli St.George Godfrey, founder of Ability Success Growth, small business coach and executive coach, is the host of KaizenBiz. I’m passionate about business becoming a more human-centered place so I host this chat to connect business ideas and develop people.This passion shows up in my work with my clients. Whether you are expanding locally or internationally, Ability Success Growth guides established small business owners and executives to unlock the CEO within during times of transition and growth.

The Marketplace Challenge of Our Time

Posted on May 8, 2013 by Elli St. George-Godfrey

This is guest post is by Tom Asacker who has been teaching and inspiring organizations and entrepreneurs for over 20 years. He is a professional speaker, management advisor and author of The Business of Belief, Sandbox Wisdom, A Clear Eye for Branding, A Little Less Conversation and Opportunity Screams.

How do people make decisions? How do they choose one product, service, cause or idea over a similar one? That is today’s most critical question, because nothing happens until someone makes a decision.

*Please join our guest ,Tom Asacker, on Friday, May 10th at 5pm GMT/12pm ET/9am PT for the Twitter chat, #KaizenBiz as we discuss “The Marketplace Challenge of Our Time”. Not sure how to participate? Please click here for tips and advice. Continue reading →

Could the End of Free Come To Social Media?

Posted on May 1, 2013 by Elli St. George-Godfrey

Twitter pulled a cute April Fool’s joke back on April 1st of this year. The joke was that there would be two tiers of service. The free level would remove all vowels and the paid level would include the vowels. While this was good for a laugh, another post caught my eye that asked some interesting questions. Justin Fox asked if users would want to be paid for their contributions and could the major social media sites continue to provide a free platform for the majority of users.

A little background

It’s worth reading Justin Fox’s post, How Long Will You Be Willing To Tweet For Free?. While he wrote about a bet between Nicholas Carr and Yonchai Benkler as his starting point, his focus was on how the big social media sites like Twitter, Facebook and Google could keep offering a free platform for user-generated content (peer production). Curiously, he ties in research on The Prisoner’s Dilemma in which two individuals are told they can earn money if they cooperate but get nothing if they do not cooperate. Fox makes the connection that people will engage in peer-production as long as they perceive they are getting value.

The value for users

The magic or attraction of social media sites lies in the varied content that is created by the users, the peer production. This means you can find something about pie making, gaming or even social media because someone is posting relevant content. For businesses, large and small, have a vehicle to broadcast their message, drive sales and engage with their customers. And it’s for free! You can’t get that with advertising on television or print media.

We have also seen the major social media sites explore various revenue sources such as targeted pay-per-click advertisements, paying for increased visibility of your posts and other options. There seems to be a desire on the part of the social media sites to keep their users happy while trying to find ways to provide actual monetary value to their shareholders. Some of these have been hit or miss, including turning off some users so they cancel their accounts.

An emerging tension

At the end of his post, Fox notes that all of the larger social media sites are heavily involved with Wall Street. The question here is how long can Twitter, Facebook and Google balance providing their free platforms with the demands of shareholders and investors. There is another tension coming from users who are evaluating the return on investment they are getting given the time commitment, level of engagement and ability to broadcast and self-promote. Fox points out a concern that if users perceive the value as failing them, they will abandon the social media sites.

Being paid for contributions or remaining committed to peer production

This is an awkward dilemma. There are many users who are on Twitter, Facebook or Google who use the sites for personal reasons. They may be producing content but it’s not for monetary gain. On the other hand, small businesses and multi-national corporations use the sites for visibility and broadcasting. They might see value in becoming a sort of paid staff when they provide content. After all, finding new ways to increase revenues is certainly a part of business.

The value received from participating on these sites is not necessarily based on monetary gain. There has been some research done on how it effects people. It seems that social media provides a great deal of gratification including activating parts of our brains that interprets rewards. A “like”, “retweet” or positive votes can make us feel very positive.

What is the greatest value that the major social media sites provide?

What sort of mindset is needed to account for the social media site business model(s)?

How would it change your participation if you knew user-generated content was recompensed?

How would it change your participation if you were the one being paid to generate content?

How do you see the major social media sites manage the demand they increase revenues and create profits without losing their “magic”?

Wondering About the Fears of Success and Failure

Posted on April 26, 2013 by Elli St. George-Godfrey

As a executive coach, it is not unusual for me to talk about fear. But I got to thinking about how decision-makers deal with their fears of success and failure after reading a post by Padraig O’Morain in The Irish Times. Eliminating these fears is very popular in self-development. For example, if you do a Google search of “fear of failure”, there are over 88 million results. For the “fear of success”, there are over 140 million results. Certainly fear can be a paralyzing agent but could it serve a business purpose? Could there be more to these fears? Continue reading →

Business Agility – Misunderstood Term or Crucial Mindset Shift?

Posted on April 18, 2013 by Elli St. George-Godfrey

Change has always been a part of the business environment so the ability to respond is simply good business management. There is a lot of lip service about setting up the right practices and standards to promote business agility within organizations of all sizes. Seeing how a number of organizations are struggling or resistant to change, a question arises as to whether it is really a misunderstood term or a crucial mindset shift.

What is business agility?

According to BusinessDictionary.com, organizational agility is

The capability of a company to rapidly change or adapt to changes in the market. A high degree of agility can help a company react successfully to the emergence of new competitors, the development of new industry-changing technologies, or sudden shifts in overall market conditions.

That sounds good. One would hope that a company would have the wisdom and will to adapt to various changes However, after you read The Agility Factor, you realize that it is not a common choice or practice.

More on The Agility Factor

Thomas Williams, Christopher G. Worley and Edward E. Lawler III studied 243 large corporations in 17 industries over the 30-year period from 1979 to 2009. Some of these organizations included ExxonMobil, Harley-Davidson and Svenska Handelsbanken and they discovered that the companies that performed the best had embraced agility in their corporate cultures and practices. Another interesting discovery they noted in their Strategy + Business post was that there was not one way to exhibit this agility.

Williams, Worley and Lawler describe agility as

Agility is not just the ability to change. It is a cultivated capability that enables an organization to respond in a timely, effective, and sustainable way when changing circumstances require it.

What were the commonalities?

The data brought out a few interesting points. The companies who responded best to market conditions did not change just for window dressing. They changed because there was a strategic value in instilling a new way to do business. Harley-Davidson is a great example since it nearly closed its doors in 1981 but there is more beyond what the researchers noticed about how Harley-Davidson embraced agility. Since 2009, Harley-Davidson continues to perform well.

The commonalities that Harley-Davidson and the other outperformers exhibit are

Strategize in dynamic ways
Accurately perceive challenges in the marketplace and/or business environment
Development of a “change-friendly identity”
Shared purpose
Unfiltered information flows up and down the organization
Managers and decision-makers have regular contact with customers and other interested parties
Test on small scale before committing whole organization
While not extravagant with managing costs, willing to spend money, time and people to run experiments
Pragmatic approach to embedding change capabilities
Executives delegate authority to managers at local level for more effective responses to customer needs and/or wants
Clear metrics and performance measures that are consistent with the business model

Agility is far more than awareness of economic circumstances

As I read through the post by Williams, Worley and Lawler, it seemed much more apparent that incorporating agility into the way the organization operated wasn’t simply doing certain things. If that were the case, many more companies would be considered outperformers. Underlying all of this is the crucial need for a mindset shift. Regardless if the organization is large or small, the leaders have to set a precedent of trust and open communication. There is also some application of kaizen given the high level of evaluation and subsequent application of changes when appropriate.

With the combination of internal flexibility, trust and awareness of external circumstances, business agility is a remarkable way to respond to the current turbulence as well as anticipate future threats and opportunities. There seems to be a good argument for adopting this dynamic and yet customized business model.

Join us for a closer look at agility and how it is applied as we discuss this on the Twitter chat, #KaizenBiz this Friday, April 19th at 5pm GMT/ 12pm ET / 9am PT.

How is business agility interpreted by companies around the world?

What role does complexity play in the development of a company’s agility?

If the environment is more chaotic than complex, how do you focus flexible responses in an established organization?

What change management strategies would foster more agility in organizational culture?

Boundary Work: Missing Link in Ethical Leadership Development?

Posted on April 10, 2013 by Elli St. George-Godfrey

This is guest post is by Alice MacGillivray is a Fellow with the Institute for Social Innovation at Fielding Graduate University and based in western Canada. She help people in organizations and communities gain new insights, adapt to changing environments, lead and learn through the concept of an ecosystem-like work environment. Please join us on the Twitter chat, #KaizenBiz, this Friday, April 12 at 5pm GMT/12pm ET/9am PT as we focus on Boundary Work: the MIssing Link in Ethical Leadership Development

In Human Systems Management, the brilliant systems thinker C. West Churchman wrote a thought piece called “Poverty and Development.” It is as difficult to convey insights of this piece through excerpts, as it is to convey the richness of a tapestry through threads pulled from its fabric. But I will try to illustrate with Churchman’s words: Continue reading →

How Important Is Choosing Where We Work?

Posted on April 4, 2013 by Elli St. George-Godfrey

Last week on the Twitter chat, #KaizenBiz, our conversation was a potpourri. Unfortunately time ran out before we got to the last headline. Give the recent outcry about telecommuting and flexible workplaces, it seemed worth taking a closer look at what was really underneath the discussion.

It all started with Marisa Mayer

As I wrote in the brief introduction last week, It is uncertain that Marissa Mayer was intending to trigger an intense conversation about where people work. I imagine she was looking at Yahoo and how it could function better. However, she touched a nerve.

This response highlights a major shift

There has been a progression in the workplace to being connected twenty-four hours a day, seven days a week. This means we can work anywhere with our laptops, our tablets and smartphones. But this does mean that the old model of coming to the office and staying there for the workday has become outdated and maybe even impractical. Yet, there are holdouts. Last week, there was a report about a recent study done in Ireland in which 73% of employers feared a “loss of control” if their workers had a flexible workplace. Now, they also expressed concerns about the cost of this workplace practice as well as productivity.

What if we treated workers like the adults they are?

In a Harvard Business Review blog post, Leigh Thompson notes that workers are seeking autonomy. It is a remarkable thing when your employer recognizes you as an skilled adult who can manage a workload without babysitting. Thompson noted that some people like the structure of coming into the “commons”. Being in the physical workplace can provide boundaries that increases productivity. For others, they crave the “cave”, being home provides comfort and space that can increase productivity. These are choices that honor autonomy.

Would a conscious choice to allow workers to choose their best work environment prevent negative behaviors?

There are upsides and downsides to companies dictating where you can work. There is also the danger of workers simply tuning out and creating their own workspaces, regardless of any company policy.

Why do employers believe they have to contain their workers to foster high productivity?

What is the furor triggered by Marisa Mayers’ decision really about?

What is the real/actual impact on business goals and revenue growth when companies use flexible workplaces as their norm?

How would you incorporate flexible workplaces into industries that require workers to be on site (ex. manufacturing)?

Is the search for some control or autonomy in the workplace reflecting something larger in society? Why or why not?

Of Networking, Cyprus and Choosing Where To Work

Posted on March 27, 2013 by Elli St. George-Godfrey

Every now and then, we take a different approach on the Twitter chat, #KaizenBiz. This week we will be doing “Bring Your Own Headline”. This freestyle conversation could cover any number of posts or stories online this week. To participate

Find an interesting post or article and save the link
Think of an interesting discussion question to tweet out
Either DM me your idea or simply tweet it out in the beginning of the chat
Be sure to share the link and your discussion question

But, in case we need a conversation starter, here are three stories I came across Continue reading →

What Does Our Body Language Say To Us About Our Power

Posted on March 21, 2013 by Elli St. George-Godfrey

We have all heard how nonverbal communication gives as much or more information about what a person is saying verbally. Nonverbal communication provides context and nuances. And…we have heard about how many people limit or stifle their performance due to self-talk and negative beliefs about themselves. The obvious jump is to look at what we might be sending out as a message but what if we took a look at how we send ourselves a message?

Sheryl Sandberg’s message to “lean in” is more than how we present ourselves to others

Think of people with whom you work, network and serve. What postures have you seen them exhibit and how do you respond? By making yourself bigger or smaller, you also send a message to yourself about the level of power you possess.

Granted, Sheryl Sandberg’s message is predominantly for women and it seems her message to “lean in” contains two thoughts. The first thought is that leaning in implies that you are using your bodily strength to push something forward. The second thought is that leaning in moves you closer to the person you are communicating with and building rapport. By putting yourself into action, you send a message to yourself about your efficacy and sense of personal power.

Biological component

Beyond the psychological component of what messages we send ourselves, we can also alter our biochemistry. Amy Cuddy, professor and researcher at Harvard Business School, in her TED talk, talks about how our body language shapes our identity. Men and women who adopt power poses raised their testosterone levels and reduced their cortisol levels. Basically, raised testosterone levels are expressed with increased levels of confidence (We touched on this in another KaizenBiz discussion). Lowered cortisol levels are expressed with lowered stress levels. Another thing to keep in mind is that both testosterone and cortisol are sensitive to social cues and triggers. That is why you can feel deflated, literally, when someone harshly criticizes you.

Do our bodies change our minds?

Amy Cuddy talks about a research study she conducted with Dana Carney, assistant professor at University of California – Berkley Haas School of Business in which they had a group use power poses and another group not use power poses before going into an interview. The interview evaluators did not know which group used the power poses but favorably rated them higher than the group who did not use the power poses. In the mind-body connection world, yogis recommend certain positions because they change how one feels and perceives the world and themselves.

Move like a rockstar or a mouse

So, it seems that we could go in a mind→body→mind process (also known as “fake it ’til you make it”) as we communicate with ourselves about how powerful we feel in any given situation. Whether you are watching Mick Jagger, Bono, Paul Meany or the latest up-and-comer on Eurovision, you notice when they are connected with the audience and expressing their personal power. While rockstar-level hubris might not work so well in the workplace, their sense of confidence and capability comes from an open stance. We may even understand that we could be overpowering and put ourselves into a closed stance.

Body language as storyteller

There are stories we tell ourselves in our heads that show up in our body language and reinforce our self-belief, positively or negatively. Sandberg’s concept of “lean in” invites us to examine our body language. Leaning in may be another power pose to cultivate. The way you sit, stand and move tells you about your power.

What does our body language say to us about our own power?

How do you interpret “lean in” and how it affects our own body language and sense of power?

What value does re-programming some of our hardwired responses bring to our perception of dominance?

Are there different power poses for women than men? If so, what are they?

When does “fake it ’til you make it” become belief and reality?

When would you use the poses to power up or power down?

About the author: Elli St.George Godfrey, founder of Ability Success Growth and small business coach/trainer, is the host of KaizenBiz. I’m passionate about business becoming a more human-centered place so I host this chat to connect business ideas and develop people.This passion shows up in my work with my clients. Whether you are expanding in your own backyard or into another country, Ability Success Growth guides established small business owners to unlock the CEO within during times of transition and growth.

Adapting Strategy to Circumstance

Posted on March 14, 2013 by Elli St. George-Godfrey

Strategic planning is a crucial exercise for any business. It is a guide for what the company intends to accomplish over a long period of time. There is often a recognition of what is special or an advantage that is possessed by that particular organization.

How static is strategy?

It is tempting to simply write a nice document that contains high minded and audacious goals. In the current business environment, there is a lot of talk about the need to be innovative, disruptive and customer-centric. Yet, the strategic plan does contains how the business will be both stable and ever-changing. Add in how quickly technology is changing and being adopted, this may be a moment when the creators of a strategic plan have to consider adapting to circumstances in real-time rather than at a once-a-year strategic planning session.

When it is not working

If you have followed US business news over the past year, you probably have run across the saga of JC Penney. JC Penney is a department store that has been struggling for some time. They brought on Ron Johnson, formerly the Senior Vice President of Retail Operations for Apple, in 2011 and he set forth a different concept for shoppers. Rather than offering sales and coupons, JC Penney’s lowered their prices so customers could shop any day of the week and save money. They changed the marketing to be more colorful and fresh to attract a younger shopping demographic. They have also included shops within the stores (e.g. Sephora) featuring specific designers and more trendy fashions as well as pop up stores and such.

It isn’t working all that well. US shoppers are accustomed to shopping slaes, even when it means early or late hours, special days or using a coupon. JC Penney’s customers have complained and sales have dropped.

Do you adapt or stay the course?

While you could analyze what is specifically wrong with JC Penney’s strategy, a more interesting question is about adaptation or continuing with the strategic plan. There is the possibility that the strategic plan is not in tune with the current marketplace and using outmoded thinking. Another possibility is that the plan is unfocused so it doesn’t really provide a clear direction. Finally, the strategic plan may be fine but the tactics and execution are mismatched with how customers interact with the company’s products and/or services.

Ken Favaro asks in his post, How Leaders Mistake Execution For Strategy, 5 questions:

1. What business should you be in?

2. How do you add value to your business?

3. Who are the target customers for your business?

4. What are your value propositions for your target customers?

5. What capabilities are essential to adding value to your businesses and differentiating their value propositions?

Necessary vs unnecessary adaptation

In JC Penney’s case, there may be flawed thinking in the strategic plan. But it also may be flawed implementation. Decision-makers are tasked with managing the balance of innovation, disruptive technologies and competitors and customer-centric trends when designing the strategic plan. The challenge lies in knowing when to adapt to circumstances.

How do you differentiate between strategy and execution?

Given the turbulence and rapid changes in technology, how relevant is it to create a 5 year strategic plan?

What happens to the focus of a strategic plan if you are adapting it to current circumstances?

How do the results of business goals influence the use of a strategic plan?

What’s the next new thing in strategy?

Kaizen Biz

The New Name and Place for #KaizenBlog