Strategy Driven

AUGUST 5, 2016

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. Operations are sound, professional and productive.

Leadership 50

Leadership Benchmarking Learning-by-Doing Ethics 50

Strategy Driven

JUNE 17, 2011

You will learn to: Assess and analyze your current situation. Build a learning organization that thrives on change. Innovate and build products and services customers love to use. How well does your product accommodate the customers’ needs? What can you learn by observing their use of your products or services?

Learning-by-Doing 62

Learning-by-Doing Industry Follow-up Skills 62

Miles Anthony Smith

AUGUST 7, 2018

So I reached out to a number of experts with these 3 questions: What is the number #1 leadership competency a person must possess or learn to succeed? What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? Any other leadership advice you recommend for leading well?

Leadership 102

Leadership Self-aware Learning-by-Doing Open-book 102

Harvard Business Review

MAY 18, 2018

Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Leaders in the M&A environment are managing an organization that hasn’t existed before. Their people are no longer part of the organization they joined.

Agility 15

Agility Shaw Learning-by-Doing Efficiency 15

Harvard Business Review

JANUARY 4, 2011

Roughly, I'd suggest that they're strategy, marketing, finance, and the rest of the drear, dismal, passionless stuff that makes most of us snooze through meetings and dread the arrival of Monday morning, dilberting our joint prosperity, perpetually disappointing our ever-more apathetic customers, and gleefully embezzling from the future.

Organization 15

Organization Finance Senge Long-term 15

Harvard Business Review

NOVEMBER 23, 2015

A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. In most organizations, there’s a standard set of tools we use to form, lead, and manage teams. When you want a status update, you go to the project manager.

Learning-by-Doing 8

Learning-by-Doing Tools Team Efficiency 8

Harvard Business Review

JULY 15, 2013

You may recall that NUMMI was a joint venture of Toyota and GM, where Toyota took over one of GM''s worst plants and turned it around with a new management system — using many of the same people and the same unions. Then at the end of 2007 the housing market crashed. We can have engineering work more closely with production.

Insourcing 8

Insourcing Operations Offshoring Engineering 8

Harvard Business Review

OCTOBER 12, 2011

In their new book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , Scott Keller and Colin Price identify nine factors that are critical to organizational health: Direction, Accountability, Motivation, Leadership, Coordination & Control, External Orientation, Culture & Climate, Capabilities, Innovation & Learning.

Organization 9

Organization Supply Chain Decentralization Bureaucracy 9

Harvard Business Review

JUNE 24, 2016

We design products, experiences, and even business models. To design our thinking, we have to become adept at working with mental models and managing thinking styles. This requires both learning and unlearning. (The It’s a brain when we talk about a learning organization. But something is missing.

Team 14

Team Construction Learning-by-Doing Agility 14

Harvard Business Review

NOVEMBER 3, 2016

Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. The problem isn’t learning: it’s unlearning. We need to unlearn the push model of marketing and explore alternative models.

Porter 8

Porter Competitive Advantage Senge Network Economy 8

Harvard Business Review

AUGUST 30, 2012

This company has demonstrated a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. But they're not failing fast to learn. It's definitely not a learning organization. They're just failing more.

Company 8

Company COO CFO Insurance 8