2007 Diversity Organization Technology 
Leading Blog
JANUARY 19, 2024
This force is called creative destruction, which is the process where innovation and technology advancements are reshaping industries and business models. To illustrate the potential impacts, in 2007, Nokia had a little over half the mobile phone market with an operating profit of about $7.8
N2Growth Blog
NOVEMBER 23, 2010
Let me be clear: leadership and diversity should have nothing to do with one another. I’ll take it one step further – I can’t really think of any issue that should be argued or decided solely on the merits of diversity. In fact, let me take it up even another notch…diversity should be a non-issue altogether.
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Strategy Driven
DECEMBER 23, 2013
Over the past two decades, technology has advanced exponentially; and with that burgeoning growth, IT organizations have seen tremendous expansion. As the IT industry continues to evolve, the question becomes more relevant: how does one build an IT organization that is both impactful and lasting?
Tanveer Naseer
APRIL 24, 2012
Thanks to a combination of technological advances, emerging global markets and demographic shifts, both the kind of work we’ll do – and how we’ll do it – is undergoing a radical transformation to better mirror the needs and demands of today’s global economy.
N2Growth Blog
OCTOBER 18, 2010
I believe it was Cyrus the Great who said “diversity in counsel, unity in command” meaning that good leaders seek the counsel of others, but maintain command control over the final decision. Another aspect that needs to be factored into the decisioning process is the source of the input. link] mikemyatt Thanks for sharing Rob.
QAspire
OCTOBER 13, 2010
a lot of companies focus on restructuring their organization structure (hierarchy). Periodically, they overhaul their structure, add new positions and assign new/diverse responsibilities to people. Tuning hierarchy and structure of the organization for better outcomes is just one part. Not aware of such an organization, though.
Tanveer Naseer
MARCH 10, 2015
One of them is the ability to look at your organization not as a collection of business units but as a portfolio of embedded competencies and assets that can potentially be repurposed, redeployed, or recombined to create new value. But that’s not the way radical innovators envisage their organizations. Not very likely.
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