3483 Posts Found

It has been proven time and again that single organizations cannot really maintain a focus on being extremely cost efficient, innovative, and customer centric simultaneously. Acknowledging this implies organizing in teams that are small enough to have a single core objective, which defines their culture and ways of working. 

It’s important to distinguish between:

• Delivery teams. These manage specific assets and resources via focused organizational and leadership

… [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subjects: Management, Organizational Behavior

The last century of organization design can be summarized as a mostly incomplete struggle to escape the productivity stronghold and adapt to doing everything equally well, from imagining future demand opportunities to delivering optimum value—plus everything in between.

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subject: Organizational Behavior

Ronald Coase theorized that as transaction costs come down, so does the need for companies to keep all parts of their value chains in-house. Time has proven Coase right several times over: every company today not only outsources, insources, partners, platforms, co-brands, co-develops, co-innovates, and licenses like there is no tomorrow, every technology company and start-up aspires to provide its offerings on-demand or as-a-service.

As a result, … [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subjects: Management, Organizational Behavior

Business strategy is usually born of a highly rational process, grounded in facts and analysis. Storytelling, often associated with fiction and entertainment, may seem like the antithesis of strategy. But the two are not incompatible. A clever strategy on paper is only the starting point for engaging those who will implement it. Strategies must also be communicated and understood — and they must motivate action. … [ Read more ]

Content: Article | Authors: Madeleine Michael, Martin Reeves, Roeland van Straten, Tim Nolan | Source: Boston Consulting Group (BCG) | Subjects: Organizational Behavior, Storytelling, Strategy

Organizations that follow a progression of steps to achieve excellence in digital delivery may see improvements in effectiveness, productivity, and performance, as well as significant increases in speed.

Content: Article | Authors: Dan Gardner, Lauren McCoy, Moid Mohammed, Rishi Markenday, Santiago Comella-Dorda, Vik Sohoni | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Management, Organizational Behavior

Managers spend 20% of their time on average managing team conflict. Over the past three decades, the authors have studied thousands of team conflicts around the world and have identified four common patterns of team conflict.

Content: Article | Authors: Amanda J. Ferguson, Priti Pradhan Shah, Randall S. Peterson, Stephen L. Jones | Source: Harvard Business Review | Subjects: Organizational Behavior, Teamwork

It’s easy to assume that listening is merely about showing up and paying attention to the other person, but it’s also deeply tied to paying attention to ourselves. Being an effective listener is about building self-awareness around how you naturally show up in conversation.

Content: Quotation | Author: Ximena Vengoechea | Source: First Round Review | Subjects: Communication, Personal Development

We often think of miscommunication as an issue with our own content or delivery — that if we could tweak the what or the how, our message would be more effective. But that perpetuates a dynamic where we view our counterparts as an audience, not as collaborators.

Content: Quotation | Author: Ximena Vengoechea | Source: First Round Review | Subjects: Communication, Management, Organizational Behavior, Personal Development

Teams with clear goals, values, rules, roles and processes, backed by full individual commitment, are primed for peak performance.

Content: Article | Authors: Alain Goudsmet, Ludo Van der Heyden | Source: INSEAD Knowledge | Subjects: Organizational Behavior, Teamwork

Forward-looking companies think carefully about communications—not just in terms of what resonates with investors, but with a range of stakeholders; and not just communications for the sake of announcing to others but in order to learn, become smarter, and improve as an organization. Employees are a key constituency and are invariably an important source of insight. Companies can also continuously improve by engaging through trade … [ Read more ]

Content: Quotation | Authors: Dame Vivian Hunt, Donatela Bellone, Hamid Samandari, Lucy Pérez, Robin Nuttall | Source: McKinsey Quarterly | Subjects: Communication, Organizational Behavior, Public Relations

In their work with more than 10,000 startup leaders across 70 countries, the authors identify three common management myths among startup leaders looking to grow their companies: the myth of scaling without hierarchy, the myth of structural harmony, and the myth of sustained heroics.

Content: Article | Authors: Josh Yellin, Martin Gonzalez | Source: Harvard Business Review | Subjects: Entrepreneurship, Management, Organizational Behavior

You may have communicated your must-win strategic goals ad nauseum, but without shared context—or the common understanding of what matters, why it matters and how the pieces fit together—your leadership team will be clueless.

Content: Article | Author: Rebecca Homkes | Source: Chief Executive | Subjects: Communication, Organizational Behavior

New managers typically receive no training for their new role. Wharton’s Peter Cappelli discusses three common struggles and how to avoid them.

Content: Article | Author: Peter Cappelli | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

Without authenticity, curiosity, and risk-taking we get stuck in the mud — here’s how to make space for resilient progress.

Content: Article | Author: André Radmall | Source: Big Think | Subjects: Culture, Management, Organizational Behavior

Many companies are quick to reduce headcount when economic headwinds appear, but they risk weakening their businesses. A case study explores the hidden costs of layoffs.

Content: Article | Authors: Ben Rand, Sandra Sucher | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

Gartner research has found that managers today are accountable for 51% more responsibilities than they can effectively manage — and they’re starting to buckle under the pressure: 54% are suffering from work-induced stress and fatigue, and 44% are struggling to provide personalized support to their direct reports. Ultimately, one in five managers said they would prefer not being people managers given a choice. Further analysis … [ Read more ]

Content: Article | Authors: Jonah Shepp, Vitorio Bretas | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

There are things the company needs to do. Those things are activities. Those activities convert to tasks. Previously, those tasks probably were grouped together into a set of responsibilities. We called that a role and drew a box around it. Now, we’re questioning all the tasks and asking what skills we need to feel confident that a person can accomplish the task. That’s matching task … [ Read more ]

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

Looking for a quick way to give your team a productivity boost? Start by eliminating negativity.

Content: Article | Author: Marshall Goldsmith | Source: Chief Executive | Subjects: Management, Organizational Behavior, Personal Development

People leverage 360-degree feedback systems and peer evaluations for personal gain.

Content: Article | Authors: Helge Klapper, Henning Piezunka, Linus Dahlander | Source: INSEAD Knowledge | Subjects: Human Resources, Management, Organizational Behavior

At companies with top-performing cultures, there’s actually slightly more tension because they’re turning toward problems together. In bad cultures, a problem comes up, and people kind of turn away from it, right? In good cultures, they get super interested and turn toward it. They will have vibrant arguments about which idea is best because those arguments are taking place in the bounds of safe connection. … [ Read more ]

Content: Quotation | Author: Daniel Coyle | Source: McKinsey Quarterly | Subjects: Culture, Organizational Behavior