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Quote by Kylene Beers

“And we will do better with changing the questions we ask of such texts from “What literary device did the author use to reveal conflict?” to “What has changed or challenged your thinking?” The right books with the wrong questions will not move us forward.”

Quote by Kylene Beers

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Kylene Beers

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“Once you realize you deserve a bright future, letting go of your dark past is the best choice you will ever make.”

LifeInspirationalInspirationMotivationalInspirational QuotesLife LessonsMotivationLife QuotesInspiringPositivePositive ThinkingInspireInspirational LifeFutureLetting GoLivingLife And LivingOptimismInspirational AttitudeOptimisticChoicePositive LifePositive AffirmationLetting Go And Moving On
Book:The Light in the Heart
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“The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.”

QuotesChangeBusiness QuotesChange ManagementHendrithCorporate GovernanceR6 ResilienceR6
Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“perhaps there had been something a little obsessive about it, the way she’d consumed the shelves of the local library, Blyton to Jansson, C. S. Lewis to P. G. Wodehouse, Christie then du Maurier then the Brontës, reading indiscriminately but always passionately, so that even her dislikes were passionate. Dickens, she thought, was preachy and silly, like a teacher putting on funny voices, but never mind, here were Jane Austen and Sue Townsend, Ursula K. Le Guin and Jean M. Auel, and each Saturday morning she’d return her stack of library books, the maximum permitted, placing them on the counter, like a gambler cashing in chips.”

ReadingLiteratureBooksBookworms
Book:You Are Here
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“Books saw her through the pupal stage of thirteen to sixteen, frowning at Kafka and Woolf, then tearing through John Irving and Maeve Binchy, widely read in the proper sense, making no distinction between Jilly Cooper and Edith Wharton. There were stories on film and TV and, a little later, in the rolling melodrama of the internet, but those were team activities, noisy and social. Private, intimate, a book was something she could pull around and over herself, like a quilt.”

ReadingLiteratureBooksBookworms
Book:You Are Here
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