Management Innovation

Circumstances can change rapidly in an uncertain world — organizational rules should be designed to change along with them.

Companies often look to the decade ahead to ground their strategies in long-term shifts. After the COVID-19 crisis forced leaders to shift their attention to navigating critical short-term issues, many are now refocusing on the longer-term agenda for their businesses. In contrast to the global financial crisis, which seemingly slowed the long-term change agenda, COVID-19 has done exactly the opposite: long-term imperatives have been accelerated by the pandemic.

Understanding how ecosystems grow, thrive, and regenerate can help leaders steer their organization in the future.

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.

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.

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. 

Analysis of more than 200 corporate business builds shows what success looks like.

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.

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.

These simple principles, based on the empathetic, iterative practice of design thinking, can help you help your people perform to their fullest potential.

Time management is a zero-sum game. Either you’ve used the time well or you’ve wasted it.

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

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.

We’re moving toward a system of work design that will profoundly change the roles of organizational leaders.

What if you were in a position to become a change-maker within your organization? The C-Suite Retro reveals you already are.

The pandemic underscores the urgency for a more dynamic talent and work model. Human-resources leaders can help by focusing on identity, agility, and scalability.

How might our decision-making improve if we ask ourselves, “What happened when other people were in this situation before?”

Work as we know it is forever changed by COVID-19. Now is the time for managers to envision the office that employees will return to.

About this episode: Eric Schmidt, former CEO of Google, knows: An environment of free-flowing ideas plus disciplined decision-making can lead to breakthrough ideas. You just have to get comfortable with a little chaos. 

Optimal innovation strategies now involve a large variety of internal and external participants.