CO2

JUNE 29, 2010

And perhaps more importantly, anyone occupying a position of authority plays a followership role at times, as first-line supervisors report to mid-level managers, mid-level managers report to vice-presidents, vice-presidents report to CEOs, CEOs report to Boards of Directors, etc.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

JULY 17, 2018

For example, the original Google car found it hard to compute the context within which it was operating. This problem of extending the automatic reasoning of AI systems to understand the context of their decisions is highly complex, and creative innovation, like the one at Google, is usually needed to push the effort forward.

Skills 12

Skills Morale Ethics System 12

Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. They wind up maintaining course without appropriately considering emerging risks, debating alternative scenarios, or exploring new courses of action.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

JANUARY 23, 2014

A few years ago Dave Ulrich, a management thought leader from the University of Michigan, made a comment I found both insightful and profound: “ Every leader needs to have a model of organization design.” An effective organization design model guides a manager in answering five fundamental questions in a thoughtful and well-integrated way.

Ulrich 8

Ulrich Cost Efficiency Consultative 8

Harvard Business Review

JUNE 23, 2016

The senior commercial and scientific directors formed a “circle of leaders” comprised of 23 senior managers who had no meaningful history of collaboration on strategic initiatives. The only questions the circle should avoid are what to do about current operational problems.

Leadership 8

Leadership Diversity Committee Long-term 8

Skip Prichard

MARCH 21, 2021

To help more workers thrive, and to make organizations more agile and efficient, we must understand these changes as they are occurring and redesign both business operating systems and our contract for work in America. How should organizations restructure and change in light of it? Millennials and Gen z are 60% of the workforce.

Trends 105

Trends Policies Career Real Estate 105

Harvard Business Review

FEBRUARY 8, 2013

They are finding creative — and in many cases disruptive — ways to tackle some of society's toughest problems and create long-term value for their companies as well. Their ideas for products, services and management practices may not survive market tests. Some have decades of experience in their industry.

Real Estate 8

Real Estate Constraint Entrepreneur Restructuring 8

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. How can he get people to take creative risks in a climate of turbulence and uncertainty?

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

FEBRUARY 2, 2016

We thought that creative, capability-rich companies would have paid a lot of attention to the way they organized and the value that restructuring gave them. Some of the first business functionaries were railroad telegraph operators who managed schedules. The functional model of organization dates back to the 1850s.

Development 8

Development Supply Chain Incentives Outsourcing 8

Harvard Business Review

JANUARY 7, 2014

A lot of managers just let culture happen — it becomes the sum of the personalities, good and bad, that work in an organization. Managers do focus on results, but I think culture drives results. As human beings, we like to operate in small tribes. That’s the important equation. It’s the creation of silos.

CEO 9

CEO FAQ Restructuring Performance Review 9

Harvard Business Review

NOVEMBER 19, 2013

Increasing creativity and innovation is not only on the priority list for start-ups; it’s also a strategic goal for CEOs of small, medium, and large-sized companies. It seems we’re all racing to get more entrepreneurial. Despite this growing obsession, however, big companies are still not very good at it.

Innovation 8

Innovation Company Entrepreneur Constraint 8

Strategy Driven

DECEMBER 9, 2015

These free tech tools can be directly applied in a work role or used simply to build one’s creative and technical skills. This online tool allows any individual to create a mobile application for uploading to any operating system including Android, Apple, BlackBerry, and Windows.

Tools 50

Tools Document Restructuring Software 50

Harvard Business Review

JUNE 23, 2015

” We restructured Machine Shop to focus on innovation through non-traditional business partnerships and creative design thinking. Once this groundwork was laid, we realized that the traditional music management model would have to evolve to support these innovation activities. Photo by Lorenzo Errico.

Business Model 8

Business Model Merchandising Restructuring Fashion 8

Harvard Business Review

MAY 1, 2017

Finally, in earnings call after earnings call, we hear CEOs describing one or two bets — at most — on growth, and devoting most of the time to showcasing the results of restructuring, offshoring and other cost-focused initiatives. Creativity and ingenuity have always been precious.

ROE 11

ROE Long-term GDP Six Sigma 11

Harvard Business Review

SEPTEMBER 10, 2015

One important reason why there are so many very badly managed firms in the world today is the widespread belief that management should be the responsibility of a few people at the top. The future of corporations may therefore depend on the rise of distributed forms of management, such as holacracy. Don’t cringe.

Proposal 8

Proposal Self-aware Engineering CEO 8

Harvard Business Review

AUGUST 21, 2017

It wasn’t until I moved to Paris in 1997 to become Finance Manager for Disney Consumer Products Europe, Middle East, and Africa that I experienced someone setting a non-negotiable boundary for herself. These advances will have also significantly increased the workload of more senior managers, keeping them working around the clock.

Team 9

Team Conference Restructuring McKinsey 9

Harvard Business Review

MARCH 18, 2013

Until 1977, IBM — in those days the first-choice mainframe supplier to governments, enterprises, and armies — operated freely in India. When the government passed a law requiring foreign companies to transfer 60% ownership to local shareholders, IBM's management said, "Not on my watch," and unceremoniously closed shop.

Company 8

Company Bureaucracy Restructuring Bottom-up 8