Culture change is hard. Whatever the approach, its a long term proposition riddled with ambiguity. If your tasked with leading a culture change initiative and are struggling with
CoP's are "a group of people organized for a specific purpose around a shared set of values; who collectively care deeply about the purpose, adhere to the shared values and are selfless in their pursu
Chances are, innovation doesn’t work where you work—or only works some of the time, mostly in spite of your organization’s system and processes. Why? Because you don’t understand what makes the innovation game so different from everything else you do at work—and you haven’t adjusted your playbook to accommodate these differences.
TANDBERG breaks the engineers' monopoly on inventing by bringing its leaders, sales people, channel managers and sales engineers into "soft R&D labs." Their inventions are new "moves" that ge
Innovation can happen by chance, without a determined effort or specific methodology. But when it does, it's more like luck than strategic progress. While there is a role for serendipity in strategy – being able to take advantage of pleasant surprises -- too often, that's the only way companies approach innovation: with fingers crossed.
The idea of this hack is simple but a bit revolutionary—institute systematic rotations for managers in a particular role, which would in effect position-specific set term limits for upper and middle m
"Nobody ever got fired for buying IBM." That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign : "Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."