Been there. Done it.

Nothing beats experience.

That’s why savvy leaders pay close attention to the lessons learned by those who have achieved success at the highest levels in their industry and are willing to share the secrets to their accomplishments. McKinsey has compiled the best lessons learned from the topmost ranks of outstanding leaders with their new book, CEO Excellence: The Six Mindsets that Distinguish the Best Leaders from the Rest.

Our annual conference (and this year we’re celebrating our 25^th highly successful year on June 19-22!) is known for its very rich and extraordinary content, and one reason is the very progressive and cutting-edge case studies included in the program each year! In this blog, three Pink22 case study speakers and their sessions are featured.  

Pink Elephant is pleased to announce our brand-new Organizational Change Management Applied certification course. It will take you beyond the core concepts, theories, and practices to provide a structured approach that enables IT professionals and leaders to implement and maintain change initiatives. This course uses Pink’s proprietary 20/20 change model, and many exercises and case studies to give participants a very practical, hands-on learning experience.

Do you know what the biggest single regret is that people have at the end of their lives?

In this blog post, we’re introducing an amazing person who has made it his life’s work to share with the world how to live the life you really want – to the fullest! 

According to Pink22 keynote speaker Ben Nemtin, “The biggest single regret people have at the end of their life is not regretting the things they did, it’s regretting the things they didn’t do.”

Imagine a scenario where your IT organization is doing 46 times more frequent deployments, where your lead time from commit to deploy is 2,555 times faster, where the time to recover from incidents is 2,604 times faster, and your change failure rate is seven times lower. Just think how much more productive your organization would be, how much more quickly your organization would be able to deliver business value to your clients/customers, and how much more profit you’d be able to create…

Former Naval Commander Michael Abrashoff is well known for turning the worst ship in the navy into the best one. So, how did he do this?

At age 36, Abrashoff began serving as the most junior commanding officer in the Pacific fleet on the USS Benfold. He quickly realized he had to address some major challenges – in particular, the crew’s history of low morale and poor performance.

Across the world every day, every person and every leader in every business is making decisions and forming views of situations based on their personal thoughts, filters, beliefs and perceptions. I know, I know – you probably want to believe that you’re not like that – you want to be viewed as someone who forms your decisions and thoughts based on rational facts, but chances are that is most likely not the case. Being aware of your biases and those of your employees is especially important when it comes to many aspects of leading others through the process of organizational change management.

Your brain is a very complex organ that’s responsible for every process that regulates your body. Many of these processes are involuntary, such as your stomach contracting during digestion. Yet, there are other processes – such as our thoughts and beliefs that we experience without consciously choosing to do so – that have become habitual and ingrained. These can be changed – with conscious effort.

The duck syndrome is a phrase coined many years ago about student anxiety within the college world, and it is now also used to describe some types of anxiety in the workplace. The duck syndrome describes when a person makes it appear that they are gliding along effortlessly...

Many IT organizations are still struggling with successfully implementing and sustaining DevOps. As James Turnbull, VP of Engineering at Sotheby’s states, “This year’s State of DevOps Report shows that organizations are making progress towards higher performance, but cultural issues are still obstacles to success. Deeper leadership buy-in is needed to enable practitioners to make the changes they need for that success.”