Remove 2002 Remove Ethics Remove Operations Remove Organization
article thumbnail

How to Create Remarkable Teams PART 2 – Collaboration

Ask Atma

To get you started I will expand on the list that MIT research scientist Peter Gloor calls the “genetic code” of collaboration: learning networks, ethical principles, trust and self-organization, knowledge sharing, and transparency. 2) Make Virtue an Organizing Principle -. The 5 building blocks of collaboration.

Team 52
article thumbnail

How IBM's Sam Palmisano Redefined the Global Corporation

Harvard Business Review

In 2002 Palmisano succeeded a legendary leader in Lou Gerstner, who saved IBM from being broken up and put it on a viable course. This meant abandoning IBM's existing organization, in which product silos and geographic entities operated independently and frequently were more competitive than collaborative.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Want Less-Biased Decisions? Use Algorithms.

Harvard Business Review

Rather, it is characterized by a steady increase in the automation of traditionally human-based decision processes throughout organizations all over the country. How companies are using artificial intelligence in their business operations.

article thumbnail

The Big Picture of Business – What Business Must Learn: Putting.

Strategy Driven

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. The Business Tree : Growth Strategies and Tactics for Surviving and Thriving by Hank Moore Any company or organization is like a tree. How much further should we extend ethics? Dickens Jr.

Ethics 59
article thumbnail

The Big Picture of Business – Business Lessons to be Learned from the Enron Scandal

Strategy Driven

Any company or organization is like a tree. The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. Morale wavers and becomes uneven, per operating unit and division.