Unfortunately, the newspaper may be going the way of the dial telephone. I’m a journalist by trade, so this fact pains me greatly. But the truth is, newspapers haven’t yet discovered a way to re-invent themselves to remain relevant today. Technology just does too good a job making news available instantaneously.

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We are living in a world of change. Shift happens! Competition comes from all over the world, which means that many businesses are in trouble. Many decisions are being made that are contrary to both good business sense and building customer loyalty. Most organisations' marketing is usually an exercise in figuring out what to do to get current or potential customers to spend more money with them.

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It’s so much easier for buyers to buy now. With the click of a wrist, or a jog of a fingertip, they can read about, compare, and purchase whatever they want. So buyer’s behaviors are changing. Or are they?

While their capability to attain data, or make the actual purchase is much easier, is their route to their buying decision different?

Do you know that point in a buyer’s decision process that they seek this information? And is there other material we could be offering at other points in the buying decision process?

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What Does

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For what's hot and what's not in R&D - follow Scientific Radicals on Facebook and YouTube. 

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A preponderance of managers and supervisors are overly familiar with long sighs and disheartened groans from their employees when they introduce yet another organizational change or a new initiative. And in the aftershock of a devastating recession, the sighs and groans are turning into fear.

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After six long years, we're finally experiencing a return to growth, pointing to a sustainable recovery. Now we have three questions for you:

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Women today continue to push to the forefront of small business. In fact, according to an article shown on AllBusiness.com, women-owned businesses make up one of the most dynamic sectors of the new national economy, with the majority of them growing at nearly twice the rate as other companies. So, how can we as women business owners, entrepreneurs and executives sustain fast growth in the future?

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These are heady days. Global business changes, environmental disasters, political upheavals. Change, Change, Change. Maybe it’s time to have another conversation about what change is. And at the same time, maybe discuss why it’s necessary to know how to change, since change is the only constant.

It’s a myth that change is difficult. Indeed, it’s not the change itself that’s difficult, it’s the underlying systems issues that balk, not the new idea or request. Here is why – and there is a very specific reason.

Systems – those interdependent rules, roles, politics, assumptions, and relationships, that make up the teams and families, companies and groups that we each belong to – are designed to operate as a whole, with all moving parts bought into the idiosyncratic rule that govern that entity.

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Sheila Moorcroft, Research Director of Shaping Tomorrow has written an interesting article about a new focus on doing things differently through Social Enterprise in the wake of the financial crisis. 

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Imagine if instead of believing that unexpected decisions are emotional, we assume they have a very specific reason, even if we don’t understand or agree. Then what? Is it just easier to believe the other person to be irrational?

Do you remember, back in the day, when docs said that women suffering from PMS were hysterical and they needed to have a hysterectomy (that’s where the word ‘hysterical’ comes from btw)? They didn’t understand the physiology underlying the physical issues, and relegated the problem to emotions.

My son has a neurological disease called Dystonia. There is no physical/medical test for it (although it’s very obvious what it is if you are familiar with it), and for many years people suffered with it and had to go to mental institutions because it was called an ‘emotional’ disease. In fact, when I lived in London and my son needed his perscriptions filled from our NY neurologist, our ’surgery’ doc (the UK medical model) told us he needed a psychiatrist, not meds for his uncontrollable spasms.

Historically, when we don’t understand the roots of something we assume there is an emotional component, with the underlying belief being that there is something ‘not quite right’ with the person experiencing what is outside our comfort zone.

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