QAspire

JANUARY 26, 2011

Jack Welch said, “An organizations ability to learn, and translate that learning into action rapidly, is the greatest competitive advantage.” Continuous learning and its respective implementation to generate desired business outcomes is at the core of successful organizations.

Learning Organization 195

Learning Organization Senge Organization Welch 195

QAspire

APRIL 6, 2015

Which also means, if your organization wants to be agile (and strategically nimble footed), you have to invest in building a culture of agility. If you are aiming to build teams that are self-organizing, this is even more crucial. Narrowly focused reward programs kill self-organization within teams.

Agility 70

Agility Organization Team Maturity 70

QAspire

FEBRUARY 9, 2023

However, most change in complex organizations is implemented with a short-term focus on results. This plug and play approach to change may lend short-term results but organization pays the cost elsewhere in form of unsustainability of new practices, other impacts, employee morale etc. Let’s do this differently and we get that.

Short-term 253

Short-term Long-term How To Workshop 253

QAspire

DECEMBER 11, 2023

According to Bill, this bucket needs the most filling in teams and organizations. In the book, Bill offers strategies to build a culture of Courage in teams and organizations. Bill’s work is fascinating and I took some visual notes while going through it all.

Godin 233

Godin Consultative Career Travel 233

QAspire

NOVEMBER 29, 2023

However, prioritizing only speed as an organization grows can lead to overlooked mistakes resulting in lack of trust. I thoroughly enjoyed reading this hands-on playbook on accelerating change and transform organizations while also building a culture of trust, inclusivity and collaborative problem solving.

Entrepreneur 156

Entrepreneur Books Consultative Organization 156

QAspire

APRIL 8, 2024

I recently interacted with a senior business leader of a large organization. During our conversation he mentioned, “Our biggest enemy is not our competitors but our own complexity as an organization in form of organizational design, structures, processes, culture, systems, tools, scale and metrics.”

Metrics 96

Metrics Books Process Efficiency 96

QAspire

FEBRUARY 16, 2020

For organizations to be truly effective, leadership can not be confined to the top boxes of the organization chart. When leadership is not a role but a behavior that people practice across the organization, then organizations are better placed to navigate the complexities surrounding us.

Senge 253

Senge Leadership Survey Objective 253

QAspire

SEPTEMBER 27, 2021

There has never been greater focus on the need to be adaptable – both as individuals and as organizations – given that the rate of change and disruption has only accelerated. I encourage you to read the full article for insights that definitely need more attention in organizations today.

Short-term 172

Short-term Tactics McKinsey Long-term 172

QAspire

JULY 5, 2022

organizations cannot rely on top-down problem solving. Such challenges require emergent leadership from across the board within organization to make sense of reality, iterate solutions, adapt and learn along the way. To respond effectively to adaptive challenges like the pandemic, geopolitical conflicts, financial crisis etc.,

Skills 91

Skills Leadership Storytelling Diversity 91

QAspire

DECEMBER 5, 2023

Building Trust as Leaders What’s true for brand trust is also true for leaders within the organizations. Leaders who invest in building trust create conditions for others to flourish and live up to their true potential. We may choose to name this alignment as authenticity or integrity.

How To 142

How To Brand Crisis Quality 142

QAspire

NOVEMBER 25, 2018

The Fifth Discipline – The Art and Practice of Learning Organization ” by Peter Senge is such a profound book that each time I revisit it, I find something deep in a way that it serves as a timely reminder for initiatives that I may be working on. Peter Senge: How to Overcome Learning Disabilities in Organizations.

Senge 195

Senge Leadership Development Development Leadership 195

QAspire

APRIL 2, 2017

In fact, it seems that constant learning is the only key to agility as a team and organization. Jack Welch famously said, “An organizations ability to learn, and translate that learning into action rapidly, is the greatest competitive advantage.”. It all starts from understanding why organizations don’t learn.

Team 185

Team Welch How To Competitive Advantage 185

QAspire

JUNE 19, 2019

Leadership that is social in approach when it comes to building communities, enabling engagement and participating in knowledge flows across the network (both inside the organization through corporate social tools as well as external social media). Peter Senge: How to Overcome Learning Disabilities in Organizations.

Media 195

Media Senge Leadership Participative 195

QAspire

DECEMBER 29, 2022

Through the year, I also worked with my friend Yogesh Soni to illustrate chapter summaries of his new book titled “ Digital Belonging: Building Human Centered Organizations ”. It is a well-timed book at a time when organizations are still struggling with creating a sense of engagement and belonging in a hybrid work environment.

Workshop 91

Workshop Open-book Consultative Blog 91

QAspire

AUGUST 30, 2022

This guidance is vital because no team/individual/organization simply drifts towards greatness. What is true about you, your team, your organization, and your industry matters.” We help make people, organizations, and the world better by the change efforts we lead.” It is a result of conscious choices we make.

Leadership 91

Leadership Influence Learning-by-Doing Books 91

QAspire

SEPTEMBER 27, 2021

There has never been greater focus on the need to be adaptable – both as individuals and as organizations – given that the rate of change and disruption has only accelerated. I encourage you to read the full article for insights that definitely need more attention in organizations today.

Short-term 91

Short-term Tactics McKinsey Long-term 91

QAspire

DECEMBER 21, 2021

Your personal leadership style can impact only a small number of people directly, and may not change the entire organization. – Krish Shankar, Catalyse. The book is a perfect blend of experiential insights as well as insights from latest research on psychology and neuroscience in the field of HR and focuses on 10 foundational outcomes.

Books 100

Books Case Study Leadership Styles Reference 100

QAspire

JULY 16, 2017

Probably a reason why top leaders in organizations are referred to as executives – the one who executes, not just someone with a fancy title and corner office. The last two ensured that the whole organization felt responsible and accountable. In that sense, anyone who thinks of the self as a leader has to be good at executing things.

Drucker 195

Drucker Execution Short-term Reference 195

QAspire

JUNE 29, 2018

Today, we have a bunch of complex models to help organizations become excellent, but in the pursuit of implementing these complex capability models, organizations forget that excellence is as much about people as it is about the process. It is as much about the small things as it is about the big things.

Innovation 193

Innovation Globalization CEO Technology 193

QAspire

DECEMBER 21, 2021

Your personal leadership style can impact only a small number of people directly, and may not change the entire organization. The book is a perfect blend of experiential insights as well as insights from latest research on psychology and neuroscience in the field of HR and focuses on 10 foundational outcomes.

Books 91

Books Case Study Leadership Styles Reference 91

QAspire

MAY 7, 2017

Newer generations at workplace demand different experiences and therefore, organizations are challenged constantly to move beyond traditional engagement programs and think of engagement more holistically. The design of organization and work should enable and encourage people to pursue non-linear career paths.

Learning-by-Doing 195

Learning-by-Doing Disruptive Innovation Brand Long-term 195

QAspire

AUGUST 30, 2016

Most re-organization efforts either focus on hard stuff (processes, strategy, structure, KPI’s) or on soft stuff (culture, values, relationships, feelings). Most complexity in organization is introduced in an attempt to centralize power. Simplicity stems from decentralization of power. “ When do we meet competitors to fight them?

Decentralization 195

Decentralization Bureaucracy Incentives Metrics 195

QAspire

NOVEMBER 29, 2021

It is high time that organizations and leaders think this through carefully to first align their own mindset to this new reality and then take conscious actions to build teams, practices and processes that are not just high-performing but also have a strong fabric of trust woven in.

Environment 172

Environment Reference Tips Learning-by-Doing 172

QAspire

JANUARY 30, 2023

In her book “ The Fearless Organization ”, Amy Edmondson writes,when leaders overcome their biases to ask genuine questions, it fosters psychological safety…. What is critical is asking the right questions within the frame of specific context involve people, build trust, find solutions, foster collective learning and encourage innovation.

Power 172

Power Godin Reference Edmondson 172

QAspire

OCTOBER 30, 2019

Just like organizations need to build right mental models for creating a learning organization, individuals need to build mental habits that enable lifelong learning. It happens when we act on what we learn, go through the experience, take risks and then develop insights through the lens of that experience.

Media 195

Media Learning Organization Commitment Development 195

QAspire

FEBRUARY 10, 2019

Leaders (and organizations) build trust primarily on the foundation of consistent results, great relationships and expertise. When things you do show that you care, people start trusting you. Trust goes deeper through consistency in thoughts, words, actions and results (they call it integrity).

Leadership 195

Leadership Analysis Positioning Innovation 195

QAspire

JULY 10, 2017

Once again these ideas reinforced my belief that leading organizations and self in the future is all about the stuff like connections, empathy, flow, learning and thinking differently. The sooner organizations embrace these elements into their culture, the sooner they will start adapting.

Conference 136

Conference Technology Organization Company 136

QAspire

JANUARY 10, 2022

Amy Edmondson , in her book, “ The Fearless Organization: Creating Psychological Safety in the Workplace ” defines “Psychological Safety” as – “Psychological Safety is broadly defined as a climate in which people are comfortable expressing and being themselves.

Edmondson 133

Edmondson Learning-by-Doing Environment Reference 133

QAspire

MARCH 23, 2021

When this happens, organizations suffer. The gap between people who do the work and people at the top widens because no one in the organization stands up to say the truth. This is true for organizations and true for the society at large. What makes the matters even worse is the culture of punishing those who speak up.

Hamel 114

Hamel Handbook Consensus Diversity 114

QAspire

FEBRUARY 7, 2022

In this context, I read Joseph McCormack’s book “ Brief: Make a Bigger Impact by Saying Less ” in 2018 for two reasons – I am passionate about improving communication in organizations and I aim for simplicity in my own expression. Not organizing thoughts before speaking can lead us to think aloud. Why is it important to be BRIEF?

How To 91

How To Constraint Tools Books 91

QAspire

AUGUST 16, 2021

Consider these aspects of doing the work that matters (to you and then to the world): a) So many people I know work in roles and organizations where they feel stuck, and they remain stuck because they lack courage, opportunities or skills to open a dialogue about how they want to work.

Self-aware 118

Self-aware Godin Drucker Uncertainty 118

QAspire

NOVEMBER 29, 2021

It is high time that organizations and leaders think this through carefully to first align their own mindset to this new reality and then take conscious actions to build teams, practices and processes that are not just high-performing but also have a strong fabric of trust woven in.

Environment 91

Environment Reference Tips Learning-by-Doing 91

QAspire

JANUARY 10, 2022

Amy Edmondson , in her book, “ The Fearless Organization: Creating Psychological Safety in the Workplace ” defines “Psychological Safety” as – “Psychological Safety is broadly defined as a climate in which people are comfortable expressing and being themselves.

Edmondson 110

Edmondson Learning-by-Doing Environment Reference 110

QAspire

MAY 2, 2016

On the other hand, people want to work in healthier organization cultures where they can maximize their chances of adding value – both to their own selves as well as to their organizations. Beyond visible numbers, how do we assess the health of an organization? Organization Culture is a Reflection.

Leadership 70

Leadership McKinsey Situational Leadership Quality 70

QAspire

MAY 24, 2022

I am still inspired every time my work is recognized because it enables me: To grow network and belong to communities of people who not only choose to share ideas and insights online, but do so through the lens of their own experiences working with people and organizations.

Influence 91

Influence Download Human Resources Report 91

QAspire

AUGUST 16, 2021

Consider these aspects of doing the work that matters (to you and then to the world): a) So many people I know work in roles and organizations where they feel stuck, and they remain stuck because they lack courage, opportunities or skills to open a dialogue about how they want to work.

Self-aware 91

Self-aware Godin Drucker Uncertainty 91

QAspire

NOVEMBER 21, 2012

The birth of an organization happens with a technical idea that solves a problem. When people start organizations, their sole interest is to focus on excellence to deliver best results. Organization starts being driven by numbers alone and the human aspects of work (respect for people, intrinsic motivation, creativity, innovation etc.)

Deming 151

Deming System Management Bottom-up 151