Strategy Driven

NOVEMBER 17, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. But your program should do more than just capture and transfer valuable knowledge – it should also sow the seeds of a knowledge culture in the organization. Juliano Howard T. Dickens Jr.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Harvard Business Review

OCTOBER 6, 2016

In a Deloitte study of 7,000 organizations this year, 89% of executives rated “ strengthening the leadership pipeline ” an urgent issue. Organizations are continuously promoting people into management, and those new leaders struggle with the transition. It’s not that development itself isn’t important.

Leadership Pipeline 12

Leadership Pipeline Leadership After Action Review Pharmaceuticals 12

Harvard Business Review

AUGUST 10, 2017

Although organizations spend more than $24 billion annually on leadership development, many leaders who have attended leadership programs struggle to implement what they’ve learned. How can organizations help leaders enter and remain in learning mode? Dave Wheeler for HBR.

After Action Review 8

After Action Review Benchmarking Leadership Development Goal 8

Harvard Business Review

JANUARY 11, 2017

Organizations depend increasingly on independent, temporary workers, even for mission-critical work. We call this subset of freelancers who do strategic work in companies or nonprofit organizations agile talent. They contribute technical expertise that an organization does not already have to a critical project or initiative.

Mentor 8

Mentor Agility Team Teamwork 8

Great Leadership By Dan

SEPTEMBER 3, 2013

Here’s why: “Most organizations see leaders'' as drivers of results - exceeding sales quotas, deepening market share, boosting profits, etc. Do employees feel that their boss honors their career aspirations, building needed skills that serve their organization now and in the future?

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Strategy Driven

MARCH 18, 2016

Not only that, but 70% of changes fail – contributing to the exhaustion both individuals and organizations are experiencing. Most organizations spend too much time in activity – doing and redoing – and not enough in reflecting, diagnosing, and course-correcting. And they help everyone in the organization learn and improve.

After Action Review 50

After Action Review Rogers Contingency Plans Leadership 50

Harvard Business Review

APRIL 12, 2016

Leadership development represents a huge and growing investment for most organizations. Another experiment was about achieving some cost leverage by testing the viability of a strategic partnership with another organization. The question is whether companies will get a worthwhile return on this investment.

Leadership Development 8

Leadership Development Development Leadership Supply Chain 8

QAspire

APRIL 14, 2013

As individuals, teams and organizations, how much we learn from our past is critical for our improvement and future success. "Sei" means to look back upon, review, and examine oneself. "Sei" means to look back upon, review, and examine oneself.

Kaizen 152

Kaizen After Action Review Quality Bottom-up 152

Harvard Business Review

DECEMBER 8, 2015

Whatever the size of your organization, don’t stop the learning with an observation. As your organization encounters uncertainty, how confident are you that you’ve enabled your team to share errors and escalate them? Does this mean managers at the top of the organization get a break? Drive to change behaviors.

Uncertainty 8

Uncertainty Decentralization Venture Capitalist After Action Review 8

Harvard Business Review

OCTOBER 28, 2014

Some 34 years on, employees had become the largest stockholder group, and the program had transcended its function “as tangible evidence of management’s concern for the welfare of its employees” to become “a unifying principle that serves as a symbol around which the entire organization revolves.” The results are spectacular.

Retail 9

Retail Quinn Real Estate Apparel 9

Harvard Business Review

JANUARY 28, 2016

To stay nimble and competitive, many organizations today rely on expert talent sourced from anywhere in the world, in a variety of ways that fall outside the traditional employment model. While agile talent can be a game changer for organizations, it’s not a panacea. Dave Wheeler FOR HBR. We call this phenomenon agile talent. .”

Management 8

Management Agility Middle Management After Action Review 8

Harvard Business Review

SEPTEMBER 30, 2016

Performance reviews haven’t disappeared quite yet. “Despite all the buzz about abolishing formal performance reviews, the vast majority of organizations continue to employ traditional vehicles for sharing performance-related information,” reported a recent study by Human Resource Executive. Army in the 1990s.

Management 8

Management Performance Review Review After Action Review 8