You can have both efficiency and flexibility – if you know how.
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Top-down formal training methods popular during the 1990s do not equip staff to deal with unpredictability and rapid change, write John Hagel III and John Seely for Harvard Business Review.
Instead of relying on process manuals to tell staff what to do, empower them to learn on the job, creating knowledge and developing new ways to share it.
When you instigate any change in your organisation there will always be team members who cling doggedly to the status quo.
But ignoring the dissenters can build a virtual wall between those with conflicting viewpoints and encourage a culture of “us” and “them”.
Here's how to steer the two sides to meet in the middle.
It pays to avoid classic pitfalls when the business you take on has been left in a mess by your predecessor. Taking over leadership of any business, especially as an outsider, is a challenge.
Over half the leaders who take over a mess will have failed within a year and a half.
Here are five ways to avoid stepping on the land mines that were left for you.
Build creative dissonance into your team and you’ll turbocharge digital innovation.
If there’s one trait humans possess that artificial intelligence (AI) does not, it’s the ability to think outside the box.
To profit from AI’s ability to accelerate innovation, build your team around creatives who, collectively, combine these six contrasting personalities.
The key to resolving a disagreement between members of your team is acting as an effective mediator, write Jeanne Brett and Stephen B Goldberg for Harvard Business Review.
People will always disagree with each other – it’s human nature. But if you have to step in, follow these five steps.
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Strategic and operational reviews often fail.
Leaders spend three to five days per month being reviewed or reviewing someone else. But how useful are reviews? They typically take an hour or so, and half that time is wasted covering what’s already happened.
Writing in Ivey Business Journal, Himanshu Saxena explains why reviews often fail, and how to change your approach.