N2Growth Blog

FEBRUARY 25, 2013

You; yes you, are allowing the expenditure of precious time and resources on silly processes that add no value whatsoever – they should be eliminated immediately. The 20% Rule : I’ve yet to encounter a business that couldn’t eliminate 20% of their existing business processes and be better for it.

Company 408

Company Engineering Process Competitive Advantage 408

Deming Institute

DECEMBER 9, 2019

This is the fourth post in our “Deming on Management” series. This series provides resources for those interested in learning more about particular topics related to W. Edwards Deming’s ideas on management. Previous series posts provided resources on the PDSA cycle, psychology and the red bead experiment.

Deming 88

Deming System Senge Management 88

Ask Atma

MAY 20, 2012

This is quite challenging as it either never feels like there is enough time to dedicate to learning or it feels like an unproductive use of available resources. E.g. take a team of developers to tour an abattoir, take the human resource team to a museum exhibit on ancient Egypt, or take legal on an outing to a flower show.

Team 52

Team How To Knowledge Management Self-aware 52

Mike Cardus

DECEMBER 12, 2012

An area of untapped talent OR under-utilized resources is. For example ‘Communication between sales and production’ or ‘More knowledge of how to use our internal knowledge management system’. Opportunities. In the lower left quadrant write “ Opportunities”. What do we currently have that could be used differently? *.

Strategic Planning 158

Strategic Planning SWOT Analysis Planning 158

Michael Lee Stallard

JUNE 23, 2010

Following are a few of the ways Admiral Clark and his leadership team built bridges so that everyone felt connected and a part of the Navy. We need to give them the training and resources to enable them to fulfill their promise. Clark told the Master Chiefs “these young sailors under our command swear to support and defend the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

OCTOBER 16, 2014

Indeed, Drucker had been anticipating this monumental leap – to an age when people would generate value with their minds more than with their muscle – since at least 1959, when in Landmarks of Tomorrow he first described the rise of “knowledge work.” If knowledge isn’t challenged to grow, it disappears fast,” Drucker cautioned.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Harvard Business Review

JANUARY 10, 2012

It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. But in a world in which bringing managers in every year for a week of offsite training is so 1960s, how do you make the leadership development process relevant to the global economy?

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

AUGUST 15, 2017

Many leaders see organizational learning simply as sharing existing knowledge. This isn’t surprising given that this is the primary focus of educational institutions, training programs, and leadership development courses. These “best practices” are presumed to work in a variety of different contexts and situations.

Tacit Knowledge 15

Tacit Knowledge Explicit Knowledge Efficiency Directory 15

Harvard Business Review

NOVEMBER 20, 2013

But effective cooperation, particularly in a setting as complex as health care, requires more than a resolve to play well together; it requires leadership to explicitly recognize the need to build social capital across the organization, and implement a strategy accomplish it. Health Leadership Organizational culture'

Social Capital 8

Social Capital Health Care Cooper Storytelling 8

Harvard Business Review

OCTOBER 4, 2013

In business, PVCs are used for knowledge management and exchange across multiple organizations, industries, and geographies. Members and moderators have discussed hundreds of clinical cases and have shared over 400 resources, impacting clinical decision making in Haiti, Rwanda, and Malawi. Professional Development.

Globalization 9

Globalization Health Care Information Technology Chief Technology Officer 9

Harvard Business Review

AUGUST 21, 2013

ERP systems, RFID , knowledge management, business intelligence) have washed over organizations. And in most organizations, IT commodity services have been placed out of the company, so that the IT organization has been transformed from owning IT resources to procuring IT services and managing IT vendors.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

JULY 21, 2011

Seems like strategic management 101, but oftentimes companies are unable to ask this question due to turf battles or leadership blind spots. However, managers and focus groups liked a separate scented additive compound that came out of this research stream. Unfortunately, the project wasn't able to hit the former target.

Supply Chain 13

Supply Chain Sample Hedge Engineering 13

Harvard Business Review

AUGUST 31, 2015

The solution is as simple as the problem: Put the resourcefulness and creativity of your people to meaningful and specific use. The company’s leadership team launched the solution box by posing a question, via email, to several hundred employees: “What is the best way to show appreciation to our new clients for their business?

Letter 8

Letter Participative Wilde Consensus 8

Harvard Business Review

NOVEMBER 2, 2016

Tracking schedules and resources may soon fall within the jurisdiction of machines, but drafting strategy remains unmistakably human. Writing earnings reports is one thing, but developing messages that can engage a workforce and provide a sense of purpose is human through and through.

Management 8

Management Survey Technology Creativity 8

Strategy Driven

OCTOBER 25, 2013

Body of Knowledge. Protection of status and utilization of organizational working knowledge, management’s activities and relationships with regulators. Prevention of leaks in customer information and losses in company market position. The Big Picture.

Crisis Management 75

Crisis Management Crisis Risk Management Budgeting 75

Harvard Business Review

MARCH 29, 2013

That can be devastating to competitive advantage. Ironically, the financial downturn of 2008 gave GEGRC an opportunity to change.

Consultative 8

Consultative Competitive Advantage Long-term Incentives 8

Harvard Business Review

SEPTEMBER 29, 2016

If leaders do not show that knowledge development and preservation is a priority, then they cannot expect that managers lower in the organization will provide the necessary incentives, time, and resources to share, and thus preserve, knowledge across generations, geographies, and corporate silos.

Organization 8

Organization Development Mentor Incentives 8

Harvard Business Review

OCTOBER 31, 2014

Deep change, when it happens, is belated and convulsive, and typically requires an overhaul of the leadership team. Despite their resource advantages, incumbents are seldom the authors of game-changing innovation. They are frequently caught out by the future and seldom change in the absence of a crisis.

Disruptive Innovation 8

Disruptive Innovation Business Incubator Incubator Innovation 8