Wednesday, January 16, 2019
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"Any business is a managed cluster of integrated supply chains (or functions), comprised of groups of semi-autonomous and independent agents that interact and relate in unpredictable ways to meet their own needs. This creates system-wide, emergent, patterns of interaction, across supply chains and sectors, that once they have emerged, gel into semi-predictable patterns called the business culture. These patterns, over time, reinforce the existing and future behavior of the agents in the system, oftentimes; constraining change at the very time commercial or competitive pressure requires it. In this way, our business cultures can become part of an organizational sub-conscious, that is self-defeating or limiting when change is needed. Alternatively, since every system contains within it the seeds of its own redemption, our business culture is the very platform we need to change gear, change direction, and accelerate into a new opportunity."

The main difference between parenting children up to the age of puberty and developing teenagers is that our emphasis shifts from meeting their needs and supporting the growth of a strong sense of self, to ‘guiding' them through issues, events and relationships.

This article by Mike Vernon and Gill Avery was originally published in Juno Magazine Issue 23 Autumn 2010.

New Scientist (30 August 2008, Keep Your Head) discusses how we can learn to deal with those responses in us that arise when we feel threatened (on any level) ­ and design productive cognitive, emotional  components of decision-making.  Achieving this has been the heart of our action research for nearly three decades.  Learning how to achieve this in our lives and businesses is core to our application of Double Loop Learning in our consulting and seminars.

A really useful read:

Extracts from an interview with Dick Clark, new CEO Merck

"And the fact is culture eats strategy for lunch . . . You can have a good strategy in place, but if you don't have the culture and the enabling systems that allow you to successfully implement that strategy . . . the culture of the organisation will defeat the strategy."

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