LDRLB

JANUARY 18, 2013

Galbraith (2000) calls this the “reconfigurable organization” and argues that this type of organization involves three capabilities: (1) The organization is reconfigured by forming teams and networks across organizational departments. (2) This is not just an Information Technology (IT) issue. Galbraith, J. San Francisco: Jossey-Bass.

Emotional Intelligence 140

Emotional Intelligence Goleman Information Technology Globalization 140

Great Leadership By Dan

JUNE 21, 2012

For 150 years, corporations, governments and militaries were built for up-and-down leadership, with incentives and rewards that discouraged cross-organization thinking and, in many cases, actually created or encouraged internal competition. Focus on authentic leadership and eschew passive aggressiveness. This involves two elements.

Incentives 258

Incentives Agility Resources Follow-up 258

HR Digest

AUGUST 1, 2019

Since 2002, Chevron reports a 68 percent increase in the number of women and minorities in senior leadership and executive positions. L-R) Chevron's Global HR Team: Rhonda Morris, VP and Chief Human Resources Officer; Lee Jourdan, Chief Diversity Officer; Brian Chase, Manager of Strategy and Planning, Global Diversity.

Diversity 107

Diversity Succession Disaggregation Self-aware 107

LDRLB

DECEMBER 9, 2010

Galbraith (2000) calls this the “reconfigurable organization” and argues that this type of organization involves three capabilities: (1) The organization is reconfigured by forming teams and networks across organizational departments. (2) This is not just an Information Technology (IT) issue. Goleman, D., Boyatzis, R. &

Goleman 84

Goleman Emotional Intelligence Human Resources Information Technology 84

Ask Atma

MAY 20, 2012

If You Want Remarkable Teams… Build for Collaboration. If you want great teams, you build them for collaboration. All of what I describe here applies to building remarkable teams as well as building a remarkable culture in your organization. But, do not underestimate the value of continued individual and team learning.

Team 52

Team How To Knowledge Management Self-aware 52

Women's Leadership Exchange

MAY 16, 2010

s Leadership Exchange (WLE) ? a company known for its live conferences since 2002, is presenting the first Virtual Summit for Women Business Owners and Professionals, www.womensleadershipexchange.com (and men can attend, too) on Wednesday, May 26. and remind yourself and your team about all the great information you learned or didn?t

Business Model 70

Business Model Conference PR Learning-by-Doing 70

Harvard Business Review

SEPTEMBER 26, 2011

In fact, I see at least six ways in which your organization, whatever it is, is like the 2002 A's, who won 20 games in a row and made the playoffs—though not the 2002 World Series —despite a very low payroll. Analytics can help you recruit your best team. Analytics alone can't carry the day.

Company 12

Company Supply Chain Competitive Advantage Film 12

Harvard Business Review

DECEMBER 30, 2011

Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table. In other words, what if cultivating a successful inner life was front and center on the leadership agenda? Put mindfulness at the center (but don't call it that!).

Development 17

Development Biotechnology CIO Short-term 17

Harvard Business Review

OCTOBER 15, 2014

For example, it took Umicore, a global materials technology group, five years (2002–2007) to lay the basis for its transformation from a commodity supplier of base metals into a premium provider of emission control catalysts, rechargeable battery materials and other value-added solutions. Allow time and persevere.

Company 11

Company Chemicals Short-term How To 11

Harvard Business Review

JUNE 20, 2017

In a typical big data project, a manager engages an internal or external team to collect and process data, hoping to extract insights related to a particular business problem. The big data team has the expertise needed to wrangle raw data into usable form and to select algorithms that can identify statistically significant patterns.

Management 8

Management Supply Chain Tools Article 8

Harvard Business Review

JANUARY 10, 2012

But in a world in which bringing managers in every year for a week of offsite training is so 1960s, how do you make the leadership development process relevant to the global economy? Randy MacDonald: "We observed that 80% of leadership development is based on work experience. In developed countries, such as France and the U.K.,

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

SEPTEMBER 26, 2011

A technology company without strong internal innovation capabilities is a company on the verge of disappearing. and smooth succession to a new CEO in 2002, while continuing an innovation thrust that included grid technologies, cloud computing, and supercomputing. It's a safe bet that resumes are already in play.

Tips 10

Tips CEO Software Drucker 10

Harvard Business Review

NOVEMBER 19, 2015

For many companies, this means extending their repertoire beyond the classical approach to strategy that relies on securing durable advantaged market positions through cost leadership or differentiation. Alibaba employs self-steering teams to continuously rematch its business to market conditions via co-creation sessions with customers.

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

NOVEMBER 8, 2013

In this massive piece, Nicholas Carlson analyzes Armstrong''s rise from his days as the owner of a strawberry business, uncovering a leadership trajectory that culminated in a proxy war with an activist investor and a final realization that his baby — local-news and listings provider Patch — needed to be trimmed, or else.

Armstrong 8

Armstrong Bond Entrepreneur Crisis Management 8

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. search engine company Inktomi in 2002. Not surprisingly, this didn’t sit well with the local team.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Eric Jacobson

AUGUST 8, 2018

Since 2002, she has served as a judge for the Web Marketing Association’s annual web award competition; and she’s been included in the "Top 100 Branding Experts" list to follow on Twitter @DebbieLaskeyMBA. All aspects of business have been affected from technology to human resources to marketing.

Brand 50

Brand Tips Media Customer Loyalty 50

Harvard Business Review

APRIL 2, 2014

Yet, companies and executives spend endless amounts of time and money trying to foster collaboration through technology, training, and memos instead of quickly defining the problem, framing the challenges, and inspiring people to come together and tackle it. Team members were driven, they moved quickly, and there was a real esprit de corps.

Guidelines 11

Guidelines Goal Follow-up Engineering 11

Harvard Business Review

JANUARY 20, 2012

When Palmisano took over in early 2002, IBM had four main businesses each organized on a global basis: hardware, software, services (such as back-office outsourcing), and personal computers (PCs). The team members had jobs leading parts of that dispersed group. The teams didn't review and discuss; their members made things happen.

Software 15

Software Outsourcing Committee Consultative 15

Harvard Business Review

OCTOBER 30, 2015

When Sir Dave Brailsford became head of British Cycling in 2002, the team had almost no record of success: British cycling had only won a single gold medal in its 76-year history. That quickly changed under Sir Dave’s leadership. Our team became a very positive place to be. People want to win.

Kaizen 8

Kaizen Critical Success Factor Competitive Advantage Brainstorming 8

Harvard Business Review

JUNE 19, 2015

Situation One: It’s a Technology in Search of a Need. In 2002 I worked with a client at a large global electronics company. Instead of selling the concept of the “connected home,” Nest focused on specific problems their customers wanted to solve in addition to good technology. billion in 2014. Fix or kill?

Productivity 8

Productivity Products Long-term Marketing 8

Strategy Driven

MARCH 11, 2011

The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. Training, empowerment and team-building programs were cut and never reinstated. Technology companies must now learn the lessons that steady-growth companies in other industries absorbed. Team empowerment suffers.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57