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Doris Reeves-Lipscomb

Enabling the Creative Entrepreneur: Business Ecosystems | TIM Review - 0 views

timreview.ca/276

entrepreneur business ecosystems Hurley womenslearningstudio

shared by Doris Reeves-Lipscomb on 13 Jun 15 - No Cached
  • Business Ecosystems
  • James F. Moore in 1993
  • Today, "ecosystem leaders" are generally referred to as "keystone organizations". Keystone organizations can be large or small, complex or simple, and include not-for-profit or commercial for-profit organizations. Commercially oriented keystone organizations are the most dominant and most successful in terms of economic value created as a whole and for ecosystem members. Examples of commercial keystone organizations include large companies such as eBay, Google and Apple. Not-for-profit keystone organizations are less common and are emergent. Examples of not-for-profit keystone organizations include the Eclipse Foundation, Joomla, Drupal, the Mozilla Foundation, the Apache Software Foundation, and the Open Group.
  • ...2 more annotations...
  • Different types of keystone organizations
  • Keystone organizations need money to operate and sustain their functions. The nature of how the keystone organization makes money depends upon whether it is a not-for-profit or a for-profit commercial business. A not-for-profit keystone organization typically makes its money through the following means:
  • Doris Reeves-Lipscomb on 13 Jun 15
     
    post by Brian Hurley in Technology Innovation Management Review on how business ecosystems are led by keystone organizations in networks that provide opportunities for suppliers, customers, partners, and competitors. August 2009.
Doris Reeves-Lipscomb

Business Ecosystems « Keystone Strategy - 0 views

keystonestrategy.com/business-ecosystems

keystone ecosystems platform womenslearningstudio

shared by Doris Reeves-Lipscomb on 13 Jun 15 - No Cached
  • firms interact with one another in complex ways, and the health and performance of each firm is dependent upon the health and performance of the whole. A “keystone” organization is one that serves as a hub across the ecosystem. By influencing connections within the network and maintaining a predictable platform on which other network members can rely, keystones have an outsized effect on the performance of the entire system.
  • Doris Reeves-Lipscomb on 13 Jun 15
     
    forprofit firm calls itself Keystone Strategy but explains what a keystone organization does.
Doris Reeves-Lipscomb

Habits: Why We Do What We Do - 0 views

hbr.org/...habits-why-we-do-what-we-do

habits Duhigg change self-development organizations personal learning womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Mar 16 - No Cached
  • 40% to 45% of what we do every day sort of feels like a decision, but it’s actually habit.
  • There’s a cue, which is like a trigger for the behavior to start unfolding, A routine, which is the habit itself, the behavior, the automatic sort of doing what you do when you do a habit.
  • And then at the end, there’s a reward. And the reward is how our neurology learns to encode this pattern for the future.
  • ...9 more annotations...
  • diagnose the cue and the reward.
  • every cue falls into usually one of five categories.
  • t’s usually a time of day, a certain place, the presence of certain other people, a particular emotion, or kind of a set of behaviors that’s become ritualized.
  • And that’s the reward that I was craving, was socialization.
  • keystone habits. Some habits seem to have a disproportionate influence
  • And in a lot of people’s lives a keystone habit is exercise. When they start exercising, they start using their credit cards less. They start procrastinating less. They do their dishes earlier. Something about exercise makes other habits more malleable.
  • So O’Neill actually said, I want to make workers more safe. I want to change worker safety habits. And everyone could sign on to that. What he was actually saying was, I want to make every single factory more efficient and more productive and producing a higher quality product, because that’s how we make things safer. But if he had come in and he had ordered greater efficiency, everyone would have rebelled, all the workers at least. But you come in and you say, I want to make everything safer, that’s something everyone can sign onto.
  • But 5% of your job as a CEO is making the big strategy choice. 95% is managing small choices, managing what your culture is going to be like, managing how you structure the rewards and the incentives that determine how people kind of automatically behave.
  • And when psychologists have looked at quantum changers, what they found is these are people who suddenly became very deliberate about their habits. There’s something almost magical about understanding how habits work, because studies show that once you understand, once you think about the structure of a habit, it becomes easier to change that habit. And once you change that habit, you start making these small, incremental adjustments to your day that over a year or over a decade can add up to a huge difference.
  • Doris Reeves-Lipscomb on 02 Mar 16
     
    great interview with Charles Duhigg--transcript and podcast--on how individuals and organizations can bring about changes in their lives with "keystone habits"
Doris Reeves-Lipscomb

Whitepapers: Anecdote - 0 views

www.anecdote.com/whitepapers

anecdote White Callahan Schenk collaboration culture workplace womenslearningstudio

shared by Doris Reeves-Lipscomb on 15 Jul 14 - No Cached
  • Doris Reeves-Lipscomb on 15 Jul 14
     
    White paper by Shawn Callahan, Mark Schenk, and Nancy White, April 21, 2008 on Building a collaborative workplace "THE ROLE OF LEADERSHIP Leadership is a keystone for establishing supportive collaboration cultures, especially in teams and communities. This is based on how leaders mainly embed their beliefs, values and assumptions in the fabric of their organisation. There are six main behaviours that leaders display that mould the organisation's culture.[3] What leaders pay attention to, measure, and control on a regular basis-are they paying attention to collaborative strategies and behaviours from team, community and network perspectives? How leaders react to critical incidents and organisational crises-are they sacrificing long-term goals for short-term fixes which sabotage collaboration? Does fear of connecting to the larger network keep them from tapping into it? How leaders allocate resources-are they investing in the collaboration capability? Is it attentive to all three types of collaboration? How leaders express their identity through deliberate role modelling, teaching, and coaching-as our leaders collaborate, so do we! How leaders allocate rewards and status-are your leaders rewarding individual or collaborative behaviours? Or both? How leaders recruit, select, promote, and excommunicate-are collaborative talents sought and nurtured?"
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