Harvard Business Review

MAY 18, 2018

To infuse change agility into your culture, mid- and front-line leaders — who are closest to the markets, customers, and daily operations — need to be encouraged and incented to see opportunities in what they do every day. They need to look beyond this month or this year to identify trends and take action.

Agility 15

Agility Shaw Learning-by-Doing Efficiency 15

Harvard Business Review

JULY 15, 2013

Then at the end of 2007 the housing market crashed. To spread the new culture more broadly, management decided to form another cross-functional team (a "Little Big Room") to define tenets about how they would operate. They saw hourly workers deeply engaged in reviews of operational performance measures, solving complex problems.

Insourcing 8

Insourcing Operations Offshoring Engineering 8

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

JUNE 24, 2016

It’s a brain when we talk about a learning organization. For example, social media has changed the nature of marketing. As strategy and planning give way to execution and operations, those with a more micro orientation take the lead. (The word corporation comes from the Latin corporare , to combine in one body).

Team 14

Team Construction Learning-by-Doing Agility 14

Miles Anthony Smith

AUGUST 7, 2018

Tim Magwood ( Leadership Coach & Musician ) I would say being an “agile learner” Things are moving fast in our VUCA world and we need more leaders who are learning WITH their people and helping to create deliberate learning organizations. I just read Multipliers this morning. I am sure you know this book.

Leadership 102

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

Harvard Business Review

AUGUST 30, 2012

A few years ago, the chief operating officer launched a customer quality initiative to improve six core processes and assigned executives to "own" each process. But they're not failing fast to learn. It's definitely not a learning organization. How can you break this cycle? They're just failing more.

Company 8

Company COO CFO Insurance 8

Harvard Business Review

FEBRUARY 20, 2013

In today's markets, business leaders face a similar challenge: how to pierce through the "the fog of business.". Special Operations teams trying to get the most use out of their helicopters, assets with high demand and limited supply. So Special Operations went with a third option. Consider one example from U.S.

Self-aware 8

Self-aware Guidelines Objective Operations 8

Harvard Business Review

NOVEMBER 23, 2015

The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. What can be done to close that gap?

Learning-by-Doing 8

Learning-by-Doing Tools Team Efficiency 8