HBR.org ($) - Apr 30, 2021
How Leaders Get in the Way of Organizational Change
Despite the vast body of knowledge available to leaders on how to effect lasting, positive organizational change, too many executives continue reaching for the same comfortable levers that consistently miss the mark. Thus, the oft-cited failure rate of organization transformations continues hovering around 70%. If you’ve got a major change on the horizon, here’s how to avoid three of the most common saboteurs of company transformation.
HBR.org ($) - May 3, 2021
Break Down Change Management into Small Steps
New research from leaders at Infosys indicates that across a variety of industries, lasting, long-term change is most effective when it occurs over a series of smaller microchanges. The authors identify three strategies for successful microchange management: Deconstruct big change into small steps, change behavior through small modifications to habits and routines, and continuously measure, learn, and evolve.
Interesting article that starts by highlighting how the NBA champion Toronto Raptors used bench players to rest and preserve Kawhi Leonard throughout the 2020-2021 season. The authors use this analogy to talk about how corporations should leverage variable talent to preserve their best people. They suggest building a “virtual talent bench” of strong utility players/partners that can relieve the pressure at any given moment.
Fast Company ($) - Apr 28, 2021
Try this NBA strategy to help manage hybrid work
The author notes that at its core, load management is really about building a hybrid workforce, which is different from a hybrid workplace, where some people work in the office and others remotely. This distinction is key.
McKinsey & Company - Apr 22, 2021
How to launch a new business: Three approaches that work
Analysis of more than 200 corporate business builds shows what success looks like.
This podcast, and accompanying transcript, is a discussion of how to create a “learning culture” in your company. It begins with the simple challenge to “learn how to learn”, and then goes on to discuss topics of how to engage leaders, to align learning with strategy and future organizational capabilities, and to incorporate learning goals into performance reviews. As one might note from this curated feed, I’m a huge fan of maintaining a growth mindset (as an individual and as a company culture), and this podcast was a rich discussion on the topic. The episode ends by suggesting that resilience and adaptability be developed in employees, if not hired. I’d like to see that training!
McKinsey & Company - Apr 16, 2021
Building a learning culture that drives business forward
Too often, training programs fail. Here’s how businesses can create a learning culture and invest in the capabilities that will help individuals and organizations thrive.
McKinsey & Company - Apr 20, 2021
Majid Al Futtaim’s new growth formula: Innovate fast, stay ahead, work the ecosystem
This Dubai-based conglomerate outpaces competition by adhering to its long-term vision and seizing opportunities quickly—with the help of an ecosystem of external partners.
strategy+business ($) - Apr 20, 2021
The Four Fs of employee experience
These simple principles, based on the empathetic, iterative practice of design thinking, can help you help your people perform to their fullest potential.
Forbes ($) - Apr 20, 2021
Effective Time Management Starts With Leader’s Holding Themselves Accountable
Time management is a zero-sum game. Either you’ve used the time well or you’ve wasted it.
BCG just posted a three section report on the Most Innovative Companies 2021 with an accompanying interactive 15-year chart. I want to point you to the second section on The CEO Innovation Agenda. In this section, the authors point out five core capabilities to make innovation part of the corporate DNA. Though fairly intuitive, this list was so pertinent and so clear that I think its worth reading and posting as your desktop wallpaper!
BCG - Apr 15, 2021
The CEO Innovation Agenda
Although the particular emphasis varies by industry and by individual company readiness, we found five recurring topics that CEOs wrestle with as they work to embed innovation in their companies’ DNA and to scale up this critical capability
Medium ($) - Apr 12, 2021
Seven key elements for building a corporate innovation system — reflections on the first two years of De Beers Group IGNITE™
As all sectors grapple with the new reality brought by the Covid-19 pandemic, the natural tendency for businesses in times of crisis can often be to double-down, focus on core operational and profitability priorities while preserving cash, and ride the wave to a more ‘normal’ operating environment.
Do you ever wonder about the nature of the future of work? This article posits that people will be like free agents with skills and talents that can leveraged or lent out across the organization regardless of their department or reporting relationships. Leaders will be more like orchestrators of cross-boundary collaborations, and (I loved this part) they will constantly be evaluated with a Net Promoter Score asking “How likely are you to recommend us [the leader] to a colleague?” Interesting to think about such a future.
MIT Sloan Management Review ($) - Apr 8, 2021
Are You Ready to Lead Work Without Jobs?
We’re moving toward a system of work design that will profoundly change the roles of organizational leaders.
Medium ($) - Apr 3, 2021
Leverage The “C-Suite For A Day” Agile Retrospective
What if you were in a position to become a change-maker within your organization? The C-Suite Retro reveals you already are.
Harvard Business Review ($) - Mar 31, 2021
Don’t Let Financial Metrics Prematurely Stifle Innovation
In the early days of developing a new idea, the metrics that may be most germane are things like number of prototypes created and tested; number of customers interviewed; repeat users of a new software platform; number of parties that have been persuaded to participate in a new business ecosystem; or how efficiently you are shelving low-potential ideas in favor of those that resonate with customers or are feasible for your company to pursue (sometimes called “concept kill rate”.) But to build a durable engine of innovation inside your organization, you need a way of making the transition from those early activity metrics to a more defensible set of metrics demonstrating the impact and value you’re creating. That transition is a mix of engineering and gut feel — not unlike building an on-ramp and then using it to merge into zippy traffic.
McKinsey & Company - Mar 30, 2021
How capability building can power transformation
A well-designed program to promote productive behavior and skills can not only energize an organization’s workforce but also become an essential element of any successful transformation.
E&Y - Mar 26, 2021
The CEO Imperative: How can today’s leaders realize tomorrow’s opportunities?
The pandemic demands a new DNA for business success. By embracing three interconnected value drivers, CEOs can reorient for transformation.
George Krasadakis ($) - Mar 7, 2021
Managing ideas at scale
Idea management is an essential innovation process — especially in large, complex organizations. This post presents the key principles that enable companies to ideate and innovate at scale.
MIT Sloan Management Review ($) - Mar 4, 2021
Competition From the Inside Out
These six guiding principles for fostering healthy intracompany rivalry can enhance an organization’s competitiveness.
McKinsey & Company - Mar 15, 2021
The future of G&A: Revitalizing the heart of the organization
General and administrative functions are under pressure to become more digital, more agile, and better aligned to the needs of the wider business. A more strategic model could hold the key.
MIT Sloan Management Review ($) - Mar 15, 2021
Executing the CEO’s Agenda Through Targeted Learning
To execute on strategic goals and create competitive advantage, companies must embrace a learning function that looks different from what we know today.
Management Innovation is novel principles, processes, and practices that alter both the system and the way that organizations perform work
All Time Favorites
California Management Review ($) - Apr 1, 2008
McKinsey & Company - Apr 1, 2006