4751 Posts Found

“Move fast and break things” gave speed a bad name. You can move fast and take care of people. In fact, when you’re taking care of people, you can move even faster. People think the only way to fix things is to slow down. It’s not true. Meaningful change happens with momentum.

Content: Quotation | Author: Frances Frei | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior

Professor Rory McDonald, an expert in disruptive strategy, urges corporate leaders to learn from startups—and preschoolers—as they seek to reinvent their organizations.

Content: Thought Leader | Authors: Matthew Duffey, Rory McDonald, Tom Fleming | Source: strategy+business | Subjects: Innovation, Management, Strategy

Before you can become a “growth machine” you need to become a learning machine. The first overarching goal is to turn your startup into an instrument for discovering your big growth levers.

Content: Quotation | Author: Matt Lerner | Source: First Round Review | Subjects: Entrepreneurship, Management

To unlock a team’s abilities, a manager at any level must spend a significant amount of time on two activities: helping the team understand the company’s direction and its implications for team members and coaching for performance.

Content: Quotation | Authors: Aaron De Smet, Marc Vinson, Monica McGurk | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Teamwork

To stay focused, productive, and motivated, leaders need to develop their own working rhythms and routines. Here’s how some CEOs do it.

Content: Article | Authors: Gautam Kumra, Janice Koh, Jennifer Chiang, Joydeep Sengupta, Mukund Sridhar | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management

So whether you’re a manager delivering feedback to your direct report, or sending feedback up the management chain, the best way to make your conversation heard is to make the listener feel safe, and to show that you’re saying it because you care about her and want her to succeed. “If you come off with even a whiff of an ulterior motive — you want … [ Read more ]

Content: Quotation | Author: Julie Zhuo | Source: First Round Review | Subjects: Human Resources, Management, Organizational Behavior

Cognitive technologies and business process reengineering could be a match made in heaven, but only if organizations do the work to redesign their processes with cognitive technologies’ specific capabilities in mind.

Content: Article | Author: Thomas H. Davenport | Source: Deloitte Review | Subjects: IT / Technology / E-Business, Management, Process

Three interrelated dimensions—business ecosystems, managed services partnerships, and new technologies—correlate highly with company outperformance. Top-quintile companies get more revenues from ecosystems, invest more deeply (and strategically) in their relationships with managed services partners, and go further when it comes to cloud, APIs, advanced analytics, AI, and other technologies. These three dimensions set in motion several salutary flywheels: leading companies use technology to lower transaction costs … [ Read more ]

Content: Quotation | Authors: Lang Davison, Parul Munshi, Pete Brown, Wayne Borchardt | Source: strategy+business | Subjects: Best Practices, Management

A new study finds that revealing employee pay unexpectedly influences workplace dynamics in ways never demonstrated before.

Content: Article | Authors: Boris Maciejovsky, David Danelski | Source: Futurity.org | Subjects: Compensation, Human Resources, Management, Motivation, Organizational Behavior

For the COO’s productivity mandate, the time to act is always. Six best practices can help.

Content: Article | Authors: Daniel Swan, Darryl Piasecki, Tony Gambell | Source: McKinsey Quarterly | Subjects: Management, Operations

An intelligent failure is an undesired result in new territory. There’s no way you can know for sure whether it will work out without trying it. […] An intelligent failure differs from two other types of failures: a basic failure, which is caused by carelessness or ignorance, and a complex failure, which is caused by multiple factors, none of which would have caused the failure … [ Read more ]

Content: Quotation | Author: Amy Edmondson | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Innovation, Management, Risk Management, Success / Failure

Storytelling is a key business skill. Here’s how to make your narratives more persuasive.

Content: Article | Authors: Craig Wortmann, Emily Stone, Liz Livingston Howard, Michelle L. Buck, Mitchell A. Petersen, Steven Franconeri | Source: Kellogg Insight | Subjects: Management, Organizational Behavior, Storytelling

To perhaps oversimplify it, the root of management is to make your team more effective. And the best way to make your team more effective is to be thoughtful and intentional about supporting their creativity and developing a high-trust environment.

Content: Quotation | Author: Melissa Nightingale | Source: First Round Review | Subject: Management

We hope that the next wave of technology actually frees up managers and gives them more time to be more effective leaders. But there’s a risk that, unguided, we end up in a world where managers spend even less time (as a percentage per employee) on coaching.

Content: Quotation | Author: Bryan Hancock | Source: McKinsey Quarterly | Subjects: Coaching, Human Resources, IT / Technology / E-Business, Management

Humans need boundaries as much as they need sleep. Humans need meaning and connection, and they need these things — as working people or consumers of business products or leaders of businesses themselves — as much they need convenience, speed, or scale.

Content: Quotation | Author: Julia Hobsbawm | Source: strategy+business | Subjects: Customer Related, Management, Organizational Behavior

Fractal innovation enables large companies to be more responsive to customer needs, leverage their global scale, and set the pace for their competition. Multinationals often face strong competition in geographies where nimble, local companies are able to succeed by meeting the changing demands of local customers with speed, responsiveness, and innovation.

• Large companies face two main innovation challenges: They have a limited understanding of the

… [ Read more ]

Content: Article | Authors: Saurabh Chhajer, Sharad Verma | Source: Boston Consulting Group (BCG) | Subjects: Innovation, International, Management, Strategy

Time spent on talent is high value. For some managers, though, administrivia is a great excuse to avoid scarier tasks. Filling out a form, while tedious, takes time away from the difficult coaching necessitated by, say, the three employees who may be a little problematic.

Content: Quotation | Author: Bill Schaninger | Source: McKinsey Quarterly | Subjects: Human Resources, Management

There are two problems with relying so much on data.

The first problem is our desire to make business a science and identify cause and effect in isolation. The outcomes of so many decisions that companies make are not determined by inescapable laws of science. They’re determined by the actions of leaders who have agency to affect those outcomes.

The second problem with data is that when … [ Read more ]

Content: Quotation | Author: Zeynep Ton | Source: McKinsey Quarterly | Subjects: Decision Making, Management, Organizational Behavior

While your strategic goals may be the right ones, is the organization built to achieve them? New research reveals a dynamic system that creates value in the face of volatility.

Content: Article | Authors: Alexis Krivkovich, Amadeo Di Lodovico, Brooke Weddle, Dana Maor, Deepak Mahadevan, Richard Steele | Source: McKinsey Quarterly | Subjects: Best Practices, Management

Build self-awareness to build mutual awareness. If you don’t understand yourself—your work style preferences, your motivators, your strengths, your blind spots—you’re going to have trouble being an effective manager and a leader.

Content: Quotation | Author: Claire Hughes Johnson | Source: McKinsey Quarterly | Subjects: Leadership, Management, Personal Development