Lead Change Blog
JUNE 5, 2019
Trends including the rapid pace of change, constant restructuring, and a 24/7 always-on work environment are creating overwhelmed employees and eroding trust in workplaces. How can you be this type of leader? Leadership today is more challenging than ever.
Lead Change Blog
MARCH 26, 2021
Automation, restructurings, force reductions, and other changes were undertaken to improve competitiveness and productivity do have a human cost; telling the truth and treating people with respect will foster greater trust. Use polarity management as an avenue to address resistance. Figure 2).
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Harvard Business Review
MAY 23, 2012
3 Ensure that the organization is agile, that it can adapt quickly to changes in the marketplace. They sponsor one-off presentations of "megatrends" or "potential discontinuities" but rarely discuss how to adapt their business model to the future. Most companies believe they have better feedback systems than they actually do.
Harvard Business Review
NOVEMBER 7, 2014
This management team, like many others, has fought to increase profitability through business transformation, restructuring, and cost-cutting, without devoting much thought to keeping employees engaged and connected. Organizational agility, innovation, and growth are really difficult without engaged employees. Enough said.
Harvard Business Review
NOVEMBER 7, 2014
This management team, like many others, has fought to increase profitability through business transformation, restructuring, and cost-cutting, without devoting much thought to keeping employees engaged and connected. Organizational agility, innovation, and growth are really difficult without engaged employees. Enough said.
Harvard Business Review
SEPTEMBER 30, 2016
When individual contributors are tapped to manage large-scale projects, oversee direct reports, or participate in strategic planning, they need to develop new skill sets on the fly — skills such as interpersonal dexterity, emotional agility, and communication savvy.
Harvard Business Review
MAY 24, 2013
P&G is in the midst of a major restructuring, and has laid off thousands of people. P&G''s board has been under a great deal of pressure from an activist investor who has made his views on the pace of the restructuring clear and vocal. Will having one person in those three roles make P&G more agile? Why switch horses midstream?
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