Skip Prichard

NOVEMBER 15, 2019

Tactical agility enables employees at all levels to take smart risks, capture opportunities, improvise and innovate as they execute a clear strategy. It is a new, more advanced way of studying environments, making decisions, building cultures, and operating on a day-to-day basis. It becomes how we operate on a day-to-day basis.

Agility 89

Agility How To Decentralization Morale 89

In the CEO Afterlife

FEBRUARY 5, 2011

The role has been relegated to middle managers who are brand custodians, not leaders in innovation. Through no fault of their own, they either lack the experience, the clout or the motivation to drive innovation into the brands they manage. A vast number of famous brand names need brand surgery.

Magazine 100

Magazine Brand Article Marketing 100

LDRLB

JANUARY 13, 2014

The Batten Institute has been tasked with helping Darden become a thought leader in innovation entrepreneurship. I support that role by supporting our professors, doing research, and conducting our own research into practical questions around innovation. Some are kind of innovation powerhouses. ” ANDREW: It is great.

Innovation 104

Innovation Tools Open-book Learning-by-Doing 104

Harvard Business Review

FEBRUARY 15, 2012

Given the unrelenting pace of change surrounding organizations in virtually every industry, companies are looking for executives who know how to innovate and introduce change, not simply caretakers who can manage the status quo. Senior management doesn't really encourage innovation, you'll hear.

Innovation 15

Innovation Merchandising How To Proposal 15

Harvard Business Review

MAY 15, 2014

A case study we just published on Samsung’s European innovation team offers some helpful insights. It details how in 2010, Samsung set up a small consumer-focused innovation team in London, headed by Luke Mansfield. Rather, it is to position themselves to create disruptive innovation. When Innovation Is Strategy.

Innovation 8

Innovation Marketing Disruptive Innovation Project 8

Harvard Business Review

SEPTEMBER 26, 2017

They are essential for suggesting, developing, and sustaining innovative new projects and for helping companies stay competitive. In fact, many face obstacles when trying to innovate in their organizations. For example, pushing for change without being told to can ignite resistance from supervising managers and fellow colleagues.

Middle Management 8

Middle Management Management Performance Review Project 8

Harvard Business Review

JUNE 13, 2014

A year later, we did acquire them — but rather than swallow RelayHealth whole, we wanted to preserve its innovative DNA and disseminate it across our company. In our relationship with RelayHealth and other similar partnerships, we are seeking new ways to innovate – and looking over our shoulder.

Health Care 8

Health Care Innovation Airlines Retail 8

Harvard Business Review

SEPTEMBER 19, 2013

Unfortunately, when companies launch innovation initiatives, they tend to devote most of their time, energy and attention to that initial 1% – the thrilling hunt for the breakthrough idea. The real innovation challenge , however, lies beyond the idea, in a long, hard journey from idea to impact. Think Different. Opportunities.

Innovation 8

Innovation Engineering Core Competence Middle Management 8

Harvard Business Review

JANUARY 2, 2013

Meaningful innovation requires sponsorship. At its core, Penrose's idea is the reason innovation requires sponsorship. Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. It's why Christensen's Innovator's Dilemma is so difficult to overcome.

Innovation 8

Innovation Execution How To Ries 8

Michael Lee Stallard

JUNE 23, 2010

In addition to the negative impact on decision-making, diminished communications from the lack of connection reduces the marketplace of ideas inside the organization, which in turn reduces innovation. Knowing that their input has been factored into a leader’s decision is motivating and it positively impacts their future participation.

Long-term 207

Long-term Consensus Class Follow-up 207

Sales Wolf Blog

DECEMBER 3, 2010

 Numerous forecasting models are based off economic indicators like the Consumer Confidence Index and it is critical that you follow and understand how these leading indicators relate to your organization's operations. I really like how The Conference Board takes a high level approach to monitoring the business climate.

Conference 133

Conference Human Resources Human Capital White Paper 133

LDRLB

MAY 13, 2014

It talks about the 4 underlying key leadership styles and visionary, operator, processer, synergists that determine which stage an organization settles into. They are very good at coming up with innovative solutions to problems. They tend to work very closely with what I call operators, that’s the second natural style.

Brainstorming 60

Brainstorming Learning-by-Doing Operations Leadership Styles 60

Michael Lee Stallard

JUNE 5, 2010

If his players didn’t work hard enough during practice, as hard as he did preparing for it, he ordered them off the court, then had the student managers collect the balls, turn off the lights, and lock the doors. Coach Wooden operated a meritocracy that treated every player fairly. why is everyone smiling? why is everyone smiling?

Follow-up 360

Follow-up Open-book Learning-by-Doing Hotels 360

Harvard Business Review

JULY 24, 2018

And because organizational change tends to be driven by those who most acutely feel the pain, it’s often line managers who are the strongest champions for “talent tech”: innovations in how firms hire people, staff projects, evaluate performance, and develop talent. Insight Center. Adopting AI. Sponsored by SAS.

Technology 10

Technology Talent Management Process Management 10

Harvard Business Review

JUNE 28, 2016

Point being: New managers always can benefit from plenty of support. It’s hard to find precise spending data on the amounts invested in management training (for supervisors and middle managers) and leadership development (for senior executives). Without solid shop-floor management, operations grind slowly.

Training 14

Training Development Management Budgeting 14

Harvard Business Review

MARCH 18, 2016

While they might be good at cutting costs, they rarely knew enough to manage growth and innovation. While learning the Ford organization, he could also learn how powerful competitors operated and develop his own skills free from the bubble of Detroit’s automotive society.

CEO 8

CEO Automotive Survey Middle Management 8

Harvard Business Review

JULY 6, 2011

The developers have three minutes to present their ideas, and developers and managers choose the best. But he's convinced it's paid off in product innovations, internal improvements, and satisfied customers. Provide management processes for implementing ideas. The results?

Process 14

Process Software How To Tools 14

Harvard Business Review

JANUARY 2, 2017

Given the pace at which digital innovation is disrupting industries globally, it’s not surprising that most CEOs feel pressure to find and deploy the right technology as fast as their budgets will allow. Consider how General Electric arrived at the decision to develop and launch its Predix cloud-based industrial operation system.

CEO 12

CEO Agility Technology Industry 12

Harvard Business Review

JUNE 26, 2012

To guide companies in innovative ways, boards must know what innovative looks like. At old line retailer JC Penney, Ron Johnson, the former head of Apple's retail operation, was recently appointed CEO — though the news of late calls into question how well these marriages of new and old worlds will fare.

Retail 14

Retail CEO Health Care Middle Management 14

Skip Prichard

SEPTEMBER 1, 2021

We often compare the typical experience of culture to operating a plane on autopilot. Organizations have standard ways of operating. Let’s talk about the four forces: vision, interests, habits, and innovation. That’s where innovation comes in. Innovation. Talk a little about innovation in this context.

Succession 136

Succession Environment Learning-by-Doing Innovation 136

Harvard Business Review

DECEMBER 9, 2015

For example, before performing every operation the surgical team should conduct a “time-out” 100% of the time to ensure that everyone agrees that they are operating on the correct patient and are performing the correct procedure on the right site and that any questions or concerns that any team member might have are addressed.

Health Care 8

Health Care Benchmarking Process Operations 8

Harvard Business Review

MARCH 23, 2011

Some of the things that management identified as having been deficient in prior initiatives included that leadership changes had prevented consistency and carry-over, programs didn't attempt to change employee behavior, and middle managers didn't embrace the initiatives. By all means, choose a name and stick with it.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

OCTOBER 18, 2013

With these rules in place, 8 cross-functional teams—each composed of middle managers, a consultant guide, and a sponsor from the leadership team—were formed. Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Leading Health Care Innovation. Capitalize on success.

Cost 8

Cost Health Care Six Sigma Insourcing 8

In the CEO Afterlife

OCTOBER 17, 2011

Wouldn’t you expect more innovation? CEOs (and to some extent, CMOs) are so preoccupied with Wall Street and/or the management fad of the day that their eye has drifted from the heartbeat of their brands. So, wouldn’t you expect a heck of a lot more company attention to commercial brands? Some do it well.

Brand 168

Brand CEO Stage-Gate SWOT 168

Harvard Business Review

FEBRUARY 8, 2016

.” On one hand, “the machine is seen as the master of men unless firm government control or a workers’ revolt intervenes” (it was the ’50s, after all); on the other, those who believed “that the innovations are simply a phase of technological progress which begin with the invention of the wheel.”

Technology 8

Technology Decentralization Short-term Middle Management 8

Change Starts Here

SEPTEMBER 29, 2015

Rogers diffusion of innovation curve. Like the Kubler-Ross model the innovation adoption curve categorises people. It asks how quickly do we take to innovations – another type of change. James Lawther is a middle aged middle manager.

ADKAR 60

ADKAR Management Early Adopters Rogers 60

Harvard Business Review

NOVEMBER 30, 2017

A middle manager at a global technology organization — let’s call her “Denise” — had a problem. She’d come up with the idea of revamping the company’s inventory management approach by networking together “sleeping” resources. The Politics of Innovation.

Politics 9

Politics Innovation Project How To 9

Harvard Business Review

SEPTEMBER 27, 2012

Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash. Middle managers were confused about what to do, and many pushed their local agendas at the expense of the company's overall best interests. The team decided to adopt a simple-rules approach to the work ahead.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

APRIL 12, 2013

Such leaders understand that a push to undertake a new strategy or to redirect operational performance depends pivotally on how well they communicate with employees. Equally important, it depends on how well they manage communication throughout their organization.

Company 8

Company Video CEO Crisis 8

Harvard Business Review

JANUARY 15, 2018

And they face an even greater challenge: maintaining flawless consistency, while simultaneously being innovative and cutting-edge. The preparations, produced by small teams or individual cooks, are progressively assembled, with sous-chefs (akin to middle managers) controlling the quality at every step.

Innovation 8

Innovation Project Creativity Open-book 8

Michael Lee Stallard

JUNE 28, 2010

Eisenhower to the position of supreme commander of Operation Overlord. Although he was personally disappointed, Marshall remained working for the president as army chief of staff and appointed Dwight D. It takes an extraordinary personal sense of one’s duty for someone to make a sacrifice of the magnitude made by General Marshall.

Ryan 220

Ryan Learning-by-Doing Career Magazine 220

Harvard Business Review

JANUARY 28, 2016

” While cost is clearly a consideration, managers describe the primary benefits of agile talent as increasing flexibility, speed, and innovation. Nor is there a single common model for managing it. But effective implementation falls, not surprisingly, to middle managers. Manage the politics.

Management 8

Management Agility Middle Management After Action Review 8

Harvard Business Review

JANUARY 12, 2015

A number of cities, in particular, have become hotbeds of innovation, in no small part because of the fiscal strains they face. which is spurring rank-and-file workers to view themselves as innovators — a tough thing for many corporations to get right. The first is exemplified by South Bend, Ind., Take Louisville, Ky.,

Drucker 8

Drucker Katz Innovation Learning-by-Doing 8

Harvard Business Review

MARCH 22, 2016

Bureaucracy is the managerial operating system of virtually every medium- and large-scale organization on the planet. Imagine what would happen, for example, if an organization decimated the ranks of middle management without equipping front-line employees with the skills, incentives, and information they need to manage themselves.

Bureaucracy 8

Bureaucracy Proposal Middle Management Incentives 8

Harvard Business Review

SEPTEMBER 10, 2015

Still, the essential concepts behind holacracy offer perhaps the best hope of easing top managers’ stranglehold on companies and, by extension, on innovation. Many attempts to introduce distributed management fail because executives and directors take themselves out of the equation.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

APRIL 4, 2013

We''ve studied the extent of the problem with an innovative assessment tool, the Leadership Versatility Index. Coworkers can therefore indicate if a manager overdoes it on four dimensions of behavior: forceful, enabling, strategic, and operational. Most executives are rated "too much" on at least one of these dimensions [PDF].

Self-aware 8

Self-aware Middle Management Tools Audience 8