Harvard Business Review

OCTOBER 27, 2017

That was closely followed by recognition that many corporate cultures had not developed the agility and flexibility to transform: 29 percent said the culture could not absorb all the changes coming from strategy implementation. Another 28 percent blamed parts of the organization for a lack of understanding of what new strategies would demand.

Strategy 8

Strategy Content Management Survey 8

Harvard Business Review

AUGUST 26, 2013

With a tsunami of new digital technologies all converging simultaneously — social, mobile, cloud, analytics and embedded devices — there has been, once again, a cry for corporate IT to radically change to enable the digital transformation of businesses. New, more agile , software development tools and testing methods are utilized.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

JUNE 27, 2016

The World Health Organization describes stress as the “ global health epidemic of the 21st century.” While working as a director of learning and organization development at Google, eBay and J.P. Develop mental agility. The result is at times a frenetic way of working.

Stress 14

Stress Agility Globalization Energy 14

Harvard Business Review

JANUARY 29, 2015

This means that many organizations and their leaders are running as fast as they can to quickly build their software capabilities. How would it be organized and how would it relate to GE’s existing businesses? How would it integrate into the culture of the larger organization? Who would lead it? Where would it be located?

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

SEPTEMBER 7, 2015

Even so, actual games are still taboo in most organizations—the stereotype of the work-avoiding employee cracking new high scores in Minesweeper has given gaming a bad name. From cooperation to competition, a game with multiplayer features taps into the rich culture of board games humans have been playing for centuries.

Seminar 8

Seminar Learning Curve Strategy Comparison 8

Strategy Driven

OCTOBER 25, 2019

It’s the essence of agility. Why Agility is Important for Your Business. Agility is defined by McKinsey & Company as “… the ability of an organization to renew itself, adapt, change quickly, and thrive in an environment characterized by rapid change, ambiguity, and turbulence.”

Agility 50

Agility Process Management McKinsey 50

Harvard Business Review

OCTOBER 27, 2017

Every CEO or leader knows that strategy design, coupled with excellence in the implementation of that strategy, is central to an organization’s sustainable growth and prosperity. Because there are several frameworks for strategy design and implementation, we believe every organization needs to craft its own recipe for strategic success.

Strategy 8

Strategy Content Cooper Learning-by-Doing 8

QAspire

MARCH 10, 2015

“A human being should be able to change a diaper, plan an invasion, butcher a hog, conn a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, fight efficiently, die gallantly.

Agility 70

Agility Hammer Cooper Technology 70