By Christine Comaford - Forbes.com Company Z, a financial services firm with nearly $100 million in annual revenue, was changing their business model. It was a big change—they were dumping one entire business unit and launching a new one. The team was none too happy about...
By Brad Power - HBR.org Many organizations suffer from a tragic pattern: The chief executive officer launches a new change program with great fanfare and intentions, only to shelve it a few years later with little to show for great expenditures of time and consulting fees....
By Corey L. Jamison For many, the status quo is a comfortable place to live, to work, and to be safe. Policies, processes, ways of interacting are familiar, and people are invested in them. Routines are easily followed and don’t require a lot of thought. And...
By Lisa Quast - forbes.com Managers are bombarded with an almost constant stream of data every day. According to David Derbyshire, “Scientists have worked out exactly how much data is sent to a typical person in the course of a year – the equivalent of every...
Today, we conclude Stephen Shapiro’s three-part series on Innovation as a Weapon in Global Competition with his best thinking on creating a culture of innovation. Last week’s post addressed strategies that have worked, such as making everyone accountable, replacing rigid processes with clear business objectives,...
By Nick Kemsley - Personneltoday.com Business leaders increasingly agree that taking a strategic approach to planning the future workforce will unlock great value, but effective strategic workforce planning remains an elusive, somewhat mythical beast. Only a small number of organisations are really making it work for...
By Mary Anne Kennedy - HR.BLR.com Succession planning isn’t just a touchy-feely concept; it really can be applied across a broad spectrum of business types and sizes and has legitimate benefits. Succession planning is how you prepare your workforce for the future, today. Employees today have to...
By Sue Miller - hrmagazine.co.uk On the job learning continues to be the most important aspect of any learning and development (L&D) plan, with industry statistics showing that 70% of what people learn is gained through real life experience, 20% through learning from others and 10%...
By Duane Dike - Management Issues Change, especially change in organizations, progresses through small, almost imperceptible movement. Change is evolutionary in nature until it reaches what T.S. Kuhn labels a 'crisis moment', one that causes a paradigm shift. For the most part, this evolutionary view of...
By Irving Wladawsky-Berger - CIO Journal A few weeks ago I attended the MIT Sloan CIO Symposium. The theme of this year’s Symposium was Piloting the Untethered Enterprise: “In today’s world of mobile, big data and the cloud, how does a CIO successfully pilot his organization...