Who says change needs to be hard? Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigorating instead of exhausting. He outlines five imperatives, centered around putting people first, for turning company reorganization into an empowering, energizing task for all.

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The human body is composed of 72% water. Besides air, water is the most important element to man’s survival. Fluidity, the state or quality of being fluid. This talk will cover how the fluidity of water and people in Wilmington is imperative for its growth. This fluidity helps facilitate the transformative process of Inclusion. Change is essentially a comparison to something that previously existed. By its very nature, change is past-based. Essentially, change yields more, better, or different from what came before. Wilmington is not in need in Change it is in need of Transformation. Transformation, on the other hand, is an act of bringing forth or inventing. It is something created, and is inherently expansive and infinite.

Terry Jackson is a highly accomplished, experienced and dynamic Certified Executive Advisor and Leadership Development Consultant. Terry has an established history of helping others improve their skills sets, their ability think and process information and change their behaviors.

Terry is a visionary with 25+ years of progressive leadership experience in sales, marketing, operations management, and business consulting within startups and Fortune 500 companies. Terry holds a Ph.D. in Leadership and Organizational Change. Terry has led large scale consulting and coaching engagements. Terry is a native Wilmingtonian.

This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx

In order to increase the chances of successful organization change and development, it is useful to consider seven keys to managing change in organizations. Organization change occurs when business strategies or major sections of an organization are altered.

Keys to managing successful organization change and development. In the current dynamic environment, managers must anticipate the need for change and satisfy it with more responsive and competitive organization systems. These seven keys to managing organization change may also serve as general guidelines for managing organizational behavior because organizations must change or face elimination.

Professor in Implementation and Change Management Thijs Homan has been focused on this question for many years: "What really happens when organisations change and develop?" In addition, he approaches conventional organisation and management theory formation critically. In his work, Thijs particularly looks at the 'lived experience' of people to understand (changing) organisations. During his talk he will share the key insights needed for smooth transformation within schools or organisations.

Thijs Homan: Professor in implementation and change management. He was promoted in 1989 for his research on the role and position of top managers in large coöperations in the Netherlands.

This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

John Kotter discusses the difference between "change management" and "change leadership," and whether it's just a matter of semantics. These terms are not interchangeable. The distinction between the two is actually quite significant. Change management, which is the term most everyone uses, refers to a set of basic tools or structures intended to keep any change effort under control. The goal is often to minimize the distractions and impacts of the change. Change leadership, on the other hand, concerns the driving forces, visions and processes that fuel large-scale transformation. In this video, I delve a little deeper into the differences between the two concepts, and highlight why we need more change leadership today.

Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India is an international initiative centred in India, dedicated to enlarging and purposeful disseminating of the body of research and knowledge on competition and strategy, as pioneered over the last 25 years by Professor Michael Porter of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India conducts and supports indigenous research, offers academic and executive courses, and provides advisory services to the Corporate and the Governments. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities and thus generate guidelines for businesses and those in governance; and suggests and provides solutions for socio-economic problems.

Why do we turn to nonprofits, NGOs and governments to solve society's biggest problems? Michael Porter admits he's biased, as a business school professor, but he wants you to hear his case for letting business try to solve massive problems like climate change and access to water. Why? Because when business solves a problem, it makes a profit -- which lets that solution grow.

TEDTalks is a daily video podcast of the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and much more.
Find closed captions and translated subtitles in many languages at http://www.ted.com/translate

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Kotters 8 steps to change.
John P. Kotter’s eight stage process for creating major change is one of the most widely recognized models for change management. John P. Kotter is a retired Harvard Business School Professor of Leadership. Kotter is also a Co-founder of Kotter International based in Seattle and Boston.
Kotter’s article about “The eight stage process for Leading Change” was originally published in the spring of 1995 in The Harvard Business Review. This article previewed Kotter’s 1996 book “Leading Change”.
Professor Kotter has proven over his years of research that following “The 8-Step Process for Leading Change” will help organizations succeed in an ever-changing world.

0:00 Introduction of author and the purpose of the model
0:51 Three phases covering eight individual steps
2:18 Step 1 - Establishing a sense of urgency
3:07 Step 2 - Forming a powerful guiding coalition
4:11 Step 3 - Creating a vision
4:55 Step 4 - Communicating the vision
6:09 Step 5 - Empowering others to act on the vision
7:26 Step 6 - Planning for and creating short-term wins
8:39 Step 7 - Consolidating improvements and producing still more change
10:14 Step 8 - Institutionalizing new approaches
11:08 A review of an example - Manufacturer of valves
11:56 Example step 1 - Establishing a sense of urgency
12:19 Example step 2 - Forming a powerful guiding coalition
13:14 Example step 3 - Creating a vision
13:48 Example step 4 - Communicating the vision
14:29 Example step 5 - Empowering others to act on the vision
15:27 Example step 6 - Planning for and creating short-term wins
16:16 Example step 7 - Consolidating improvements and producing still more change
17:01 Example step 8 - Institutionalizing new approaches
17:47 Criticism of the model

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