Author Archives: Braden Kelley

Innovation is Change

Innovation is Change

Can you think of a single innovation that didn’t change something? I didn’t think so. Innovation is change, or at least, innovation requires change. In my role as an innovation keynote speaker and workshop facilitator, I recently led a German-based industrial company’s North American IT leadership team through an innovation workshop, during which we spent part of the time working to define their common language of innovation (as described in my book Stoking Your Innovation Bonfire). For companies looking to build a sustainable innovation capability this is...

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The Key to Greater Organizational Agility

The Key to Greater Organizational Agility

Companies seeking to cope with the pace of accelerating change are looking for ways to go faster, and managers in non-technical disciplines have become increasingly infatuated with the Agile Software Development methodology and many are finding ways to adapt parts of it to create agile change or agile marketing or other such things. Sure agility sounds like a good thing and sure agile marketing sounds like it must be better than regular marketing, but is it? What is agility really?

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Time for Digital Transformation is Now

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The pace of change is accelerating. Much has changed since we all started to dial in with our modems and connect to online services like America Online or Compuserve and eventually directly onto the Internet and the World Wide Web. Elements of our digital world continue to invade our language and our consciousness. Whether we like it or not the physical world and the digital world, and people are more likely to freak out about leaving their mobile phone at home than their wallet...

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Visualizing a Change Standard

Change Management is but one of five keys to sustainable change success, but it is one of the most important. It is also the only one of the five that has its own professional association and working to establish itself as a recognized profession, complete with its own certification. To get to a place where you can have a certification, you must have a collection of shared knowledge.

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Eight I’s of Infinite Innovation – Revisited

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Some authors talk about successful innovation being the sum of idea plus execution, others talk about the importance of insight and its role in driving the creation of ideas that will be meaningful to customers, and even fewer about the role of inspiration in uncovering potential insight. But innovation is all about value and each of the definitions, frameworks, and models out there and only tell part of the story of successful innovation.

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Measuring Change Readiness

During the course of any change initiative many different challenges will appear, and the most successful change efforts will anticipate those challenges and have a plan for dealing with them. Part of that anticipation begins with identifying how ready the organization is for change. The Change Planning Toolkit™ is designed to assist your change planning team by making the planning process easier with its collection of 50+ frameworks, methodologies and other tools. One of the keys to change planning success is carefully identifying the prerequisites for change, including:

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Pyramid of Results, Motivation and Ability

When engaging in a change effort it is important to focus not on outputs but on outcomes. The difference is sometimes subtle for people, but the biggest difference is that outputs are usually activity-based where outcomes are behavior-based. There are several good behavior modification frameworks out there including the Six Boxes framework from Carl Binder, the Six Sources of Influence framework from...

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The Big Change Management Lie

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The idea that people always resist change is a lie, and it is extremely damaging to organization's seeking to increase their organizational agility. The truth is that people only resist changes that they either do not understand or for which they do not interpret there to be benefits great enough to offset the costs of their participation. The truth is also that the natural response to a potential change in an organization is greatly impacted by the level of trust in an organization.

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