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What Not to Do When Business Sours

In the CEO Afterlife

When it comes to belt-tightening, the astute CEO will target those areas or projects that don’t detract from the vision/strategy or the company’s competitive differentiation. CEO’s justify across-the-board cuts because they think it is fair. It may be, but it isn’t smart. But, these blips have a way of separating leaders from followers.

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The Future Of Work Post-Covid

The Horizons Tracker

As Michael Hammer famously warned back in 1990, it’s no use applying new technologies to old processes, so in order to get the most out of AI and automation, jobs are having to be redesigned so that man and machine can work well together. Redesigning the business. Over two-thirds (67%) are at some stage of implementation.

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What Not to Do When Business Sours

LDRLB

When it comes to belt-tightening, the astute CEO will target those areas or projects that don’t detract from the vision/strategy or the company’s competitive differentiation. CEO’s justify across-the-board cuts because they think it is fair. It may be, but it isn’t smart. But, these blips have a way of separating leaders from followers.

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How to Have an Impact without Electricity and the Internet

Mills Scofield

I don’t have internet on my phone, don’t work on projects late at night or on weekends, and almost always take a real lunch hour. I find myself hammering out emails at 11PM on Sunday with the TV on and my phone lighting up with messages. Notes : GOALS Haiti just won Beyond Sport’s award for Best New Project.

Hammer 140
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Can AI Tell Us When To Use AI And When Not To?

The Horizons Tracker

It’s a process that goes back to Michael Hammer’s famous missive in the Harvard Business Review in 1990, in which he outlines the inevitable failure of any new technology so long as it is transplanted onto processes that were designed for a previous generation of tools. . around its introduction.”

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Big-Project Engineers Have to Deal with Too Much Red Tape

Harvard Business Review

Nineteen days later, as rescue crews grew desperate, a 24-year-old field engineer named Igor Proestakis decided to travel to the site with what he hoped was a breakthrough idea: using a particular drilling technology, called cluster hammers, to cut through the collapsed rock. Innovation in Cities. Insight Center.

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Are Your Employees Drivers or Victims of Process Innovations?

Harvard Business Review

To stay competitive, organizations need to continually find opportunities for innovation in key processes such as customer service and product development, and adoption of a new process almost always requires the implementation of new information technology. Hammer's thinking was very powerful, but I'd challenge that last point.

Process 11