Eric Jacobson
JANUARY 31, 2021
The book subtitle in the headline above convinced me to read, Humanocracy , by Gary Hamel and Michele Zanini. Cross-train associates and organize them into small, multifunctional teams. Set ambitious goals and tight timelines to challenge everyone to do more with less. My team is small and super-flexible.
Eric Jacobson
NOVEMBER 24, 2020
The book subtitle in the headline above convinced me to read, Humanocracy , by Gary Hamel and Michele Zanini. Cross-train associates and organize them into small, multifunctional teams. Set ambitious goals and tight timelines to challenge everyone to do more with less. My team is small and super-flexible.
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Eric Jacobson
AUGUST 4, 2020
The book subtitle in the headline above convinced me to read, Humanocracy , by Gary Hamel and Michele Zanini. Cross-train associates and organize them into small, multifunctional teams. Set ambitious goals and tight timelines to challenge everyone to do more with less. My team is small and super-flexible.
Six Disciplines
FEBRUARY 17, 2011
In a recent Wall Street Journal article, " Inventing Management 2.0 ", Professor Gary Hamel talks about leadership development, change, and offers his insights as to what needs to change, in order to progress to Management 2.0. How teams get built. Management 1.0 How activities get coordinated. How power gets exercised.
Six Disciplines
FEBRUARY 28, 2014
Here''s a profound observation from management guru, Gary Hamel: "If you want to understand the real strategy, look at what people are doing!”. Indeed, more often than not, there are disconnects or gaps between the strategy that is formulated by the senior leadership team, and how the strategy is executed by the rest of the workforce.
Management Craft
JUNE 15, 2012
Gary Hamel and Dan Pink remind us that management was created during the dawn of the industrial age to solve very different problems than we have today. It’s the “THIS” that has changed, not the calling, not the broad goal. Management is dead. Long live management. Depending on the guru, you might hear either message. Who is right?
Harvard Business Review
AUGUST 1, 2013
You''ve been told that getting the most from your team depends on rewarding and recognizing them collectively. As a team manager, you can support the right behaviors with things that are in your control. "The The pendulum has swung too far, and now those measures are getting in the way of forming good teams," he explains.
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