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Aligning Your Organization with an Agile Workforce

Harvard Business Review

Leaders recognize that lean and agile business strategies require new ways of accessing talent to fill critical gaps — without necessarily bringing on more full-time employees. Studies of the global agile-talent community vary in their estimates of the size of the population. One of the main problems is decision making.

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Five Ways to Retain Employees Forever

Harvard Business Review

Many workplace legends are built around the horrific things weary and stressed-out managers said or did. But if managers make it a priority to show outward respect for employees on a regular basis, it will lead to a strong and enduring workplace culture as well as positive experiences and memories that they will never forget.

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The New Psychology of Business Models

Ask Atma

Management 3.0 – a psychological shift. In my management 3.0 model, startups will have more success if they adopt lean and agile business development principles, where failing fast is the premium strategy and the lean business model reigns supreme. In this article, my description of management 3.0 As a Management 3.0

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Telecom's Competitive Solution: Outsourcing?

Harvard Business Review

But a solution could come by following the example of the lean, agile, and India-based company Bharti AirTel Limited. In response, the management team made a counterintuitive move: It outsourced network installation, maintenance, and service to Ericsson, Nokia, and Siemens, and chose IBM to build and manage its IT systems.

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Research: Cloud Computing Is Helping Smaller, Newer Firms Compete

Harvard Business Review

Putting data “in the cloud” essentially means paying someone else to manage it, and then connecting to their servers via the internet to access your data when you need it. This operational agility can be particularly valuable when facing uncertain demand or a fast-evolving competitive environment.