Collaboration is a buzzword in modern business. But it doesn’t happen overnight, especially if you are seeking to transform outmoded models of command and control, says Carol Kinsey Goman, writing for Forbes.
Innovative practices are essential if you want to boost your company with 21st-century thinking.
People think of innovation as a fast-moving process that brings about large-scale change almost overnight.
Sam Ford and Federico Rodriguez Tarditi, writing for Harvard Business Review, propose an alternative, low-key approach which takes effect gradually over a much longer term. It’s called “slow innovation”.
FAST OR SLOW – A CULTURAL DIFFERENCE
As a leader, you may not be able to alter the adverse circumstances you and your team face.
But you can choose how you respond, writes Douglas Conant, for LinkedIn Pulse.
Are you taking more days away from the office, or delaying replies to emails or calls?
These are all signs that you have become disengaged as a leader. And when you disengage, your employees could follow suit, writes Peter Crush for Raconteur.
Traditional companies are not immune from the disruption associated with new technologies. To avoid disaster transform your core operations while growing into new business areas.
If you’re complacent, you leave yourself vulnerable to ‘industry compression’ – a form of slow but dangerous change that results in a prolonged decline in operating profits and revenues.
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People think of innovation as a fast-moving process that brings about large-scale change almost overnight.
But there is an alternative. A low-key approach which takes effect gradually over a much longer term. And it’s called “slow innovation”.
It’s time to ditch outmoded management models in favour of embracing a leadership style that attracts, retains and encourages creative thinkers.
Exposed to the ever-present risk of digital disruption, organisations need new ideas as never before.
But if modern management is about attracting and retaining clever people, leadership methods must change.
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Marketers must ditch “best practice” and avoid a predictable approach in order to differentiate their brand from the competition, writes Rory Sutherland for Raconteur.
Most businesses love rules. Follow the rules and you’ll be safe.
This might work for the accounts department, argues Sutherland, but marketing is different. Successful marketers do not follow rules.
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