4751 Posts Found

Whether you have a systematic process or just do health checks as needed throughout the life of the partnership, I am a strong believer that planned reviews are important. They not only help you understand the potential for intervention but set up a smoother relationship with the JV’s management or your partner. Part of the game is making sure everybody is on the same page. … [ Read more ]

Content: Quotation | Author: Eileen Kelly Rinaudo | Source: McKinsey Quarterly | Subject: Management

If I ask you to take one for the team now, next time I’m giving you what you want. I always put the business first in the short-term and the employee first in the long-term. […] Meaning, when there’s that misalignment, I’m not going to let that misalignment last too long.

Content: Quotation | Author: Jean-Denis Grezè | Source: First Round Review | Subject: Management

Employees must be continually “re-recruited” by their employer throughout their career. And when it’s time for an employee and employer to part ways, a great employee experience can last longer than the job. Employees should exit organizations feeling appreciated for their contributions and proud to be part of the alumni network. This can be a pivotal moment for an employment brand, because exiting employees can … [ Read more ]

Content: Quotation | Authors: Andrew Robertson, Ben Wigert | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

As the business environment has become more complex and interconnected in recent years, many companies have mirrored these changes in their organizational structures, creating an ever-more convoluted matrix. Unwittingly, they are betting on organizational complexity to solve market complexity.

This is a losing bet. Future-ready organizations, by contrast, structure themselves in ways that make them fitter, flatter, faster, and far better at unlocking considerable value. Their … [ Read more ]

Content: Quotation | Authors: Aaron De Smet, Chris Gagnon, Elizabeth Mygatt | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Leaders hoping to create a robust performance culture need to start by cooking up their organization’s own unique “secret sauce.” The main ingredient: specific, observable behaviors that employees at all levels of the company adhere to.

Broad themes won’t cut it. Instead, behaviors must be made an integral part of core business activities and specific work tasks, especially for the moments that matter.

Content: Quotation | Authors: Aaron De Smet, Chris Gagnon, Elizabeth Mygatt | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

While all companies have a strategy for how they create value, few can show precisely how the organization will achieve it. Future-ready companies, by contrast, avoid this dilemma by creating a value agenda—a map that disaggregates a company’s ambitions and targets into tangible organizational elements such as business units, regions, product lines, and even key capabilities. Armed with such a depiction, these companies can articulate … [ Read more ]

Content: Quotation | Authors: Aaron De Smet, Chris Gagnon, Elizabeth Mygatt | Source: McKinsey Quarterly | Subjects: Best Practices, Management

Over the past 10 years or so, “purpose” has become something of an organizational watchword. It’s everywhere—not least in the mission statements and brand identities of most major corporations. And in this era of stakeholder capitalism and pandemic soul-searching, purpose has evolved into a leadership imperative, a signal to those demanding action that the company can do business with this business, because it shares some … [ Read more ]

Content: Article | Authors: Abby Klanecky, Alex Liu, Bob Willen, Matt Lubelczyk | Source: Kearney | Subjects: Management, Organizational Behavior

If a manager gives me a task, I like to say, “Here’s all the other priorities on my plate — where does this new task fall?”

Content: Quotation | Author: Rosa Hamalainen | Source: First Round Review | Subjects: Career, Management

Research shows that only 35% of the projects undertaken worldwide are successful—which means we’re wasting an extravagant amount of time, money, and opportunity. To take advantage of the new project economy, companies need a new approach to project management: They must adopt a project-driven organizational structure, ensure that executives have the capabilities to effectively sponsor projects, and train managers in modern project management.

Content: Article | Author: Antonio Nieto-Rodriguez | Source: Harvard Business Review | Subjects: Management, Project Management

In order to achieve victory you must place yourself in your opponent’s skin. If you don’t understand yourself, you will lose one hundred percent of the time. If you understand yourself you will win fifty percent of the time. If you understand yourself and your opponent, you will win one hundred percent of the time.

Content: Quotation | Author: Tustomu Oshima | Subjects: Management, Personal Development

We tend to measure performance by what happens when things are going well. Yet how people, organizations, companies, leaders, and other things do on their best day isn’t all that instructive. To find the truth, we need to look at what happens on the worst day.

Content: Quotation | Author: Shane Parrish | Source: Farnam Street | Subject: Management

Despite his reputation for ruthlessness, Blackbeard ran a surprisingly progressive and equitable ship. Francesca Gino highlights three lessons for today’s leaders from the golden age of piracy.

Content: Article | Author: Francesca Gino | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior

With stakeholders and shareholders vying for attention, CEOs need to develop a new kind of ethical leadership to build trust in society and deliver results.

Content: Article | Author: Liz Sweigart | Source: strategy+business | Subjects: Crisis Management, Ethics, Management, Public Relations

As business grows ever more digital—as virtual relationships increasingly become the norm in the post-COVID reality, stakeholder trust becomes as crucial as product or service quality. Nowhere is this truer than in business ecosystems, those dynamic alliances of largely independent economic entities that create products or services that constitute a coherent solution. Ecosystems depend on well-functioning networks of buyers, sellers, and various other parties in … [ Read more ]

Content: Article | Authors: François Candelon, Marcos Aguiar, Matthew Williams, Niklas Knust, Santino Lacanna, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subject: Management

Business schools do not teach the fundamental problems of business. What they teach are finance, what they teach is marketing, they teach us HR. As the greatest management thinker of all time, Peter Drucker said, “There are no marketing problems, there are no finance problems, there are no accounting problems, there are only business problems.” These are problems that sloppily span across a bunch of … [ Read more ]

Content: Quotation | Authors: Peter F. Drucker, Roger L. Martin | Source: YouTube | Subjects: Management, MBA Related

A great leader’s first reaction is, hmm, say more. Tell me more. … Because it has this super big knock-on effect. One, it causes your subordinates to all think that if you’ve got an interesting thought, I’m open to hearing it. I’m not going to just shut that down because it disagrees with me. Everybody is more inclined to think about things and think about … [ Read more ]

Content: Quotation | Author: Roger L. Martin | Source: YouTube | Subjects: Leadership, Management, Organizational Behavior

Five lessons in five minutes — how to build emotional connections that back up your decisions.

Content: Article | Authors: Allison Felt, Baba Shiv | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior, Personal Development

We are not taught how to take advantage of a diverse thought—diverse in the sense that your thought conflicts with mine—rather than saying, “I have an idea. Yours is different than mine. I must make sure mine triumphs,” which is generally what we’re taught to do, to advocate for our point of view. We’re not going to get where we need to be on diversity … [ Read more ]

Content: Quotation | Author: Roger L. Martin | Source: McKinsey Quarterly | Subjects: Diversity, Human Resources, Management, Organizational Behavior

Organizations that define their purpose and use it to guide their activities see a clear upside in improving company reputation, alerting management to risks early, establishing the organization as a leader in raising industry standards, and enhancing business performance.

Content: Quotation | Authors: Bruce Simpson, Celia Huber, Larissa Mark, Sebastian Leape | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Employee well-being and performance go hand in hand.

Gallup finds that workers who are thriving in all five elements of well-being (purpose, social, financial, community, physical) miss less work, have higher customer ratings, solve problems more readily and adapt to change more quickly than employees who are only thriving in one element. Employees with high well-being in all five elements also save their companies money in … [ Read more ]

Content: Article | Authors: Bailey Nelson, Jade Wood | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior