Only a third of excellent companies remain excellent over the long term. Even fewer change programs succeed. These are the facts, yet these need not be the odds of success for your organization. Insightful advice (beyond common sense) and pragmatic methods (readily applicable) are available to help...
In Parts 1-3, I recounted the Pull Replenishment saga of how a small team started a bottom-up movement that generated millions of dollars in profit, improved shipping performance to the customer, and
This case study shows how Microsoft Netherlands (MS Netherlands) successfully implemented a radical and wide-ranging change to its management approach.
Dell VP James Franklin talks with Gary Hamel about the impact of social media on today's organizations and the expectations of a workforce that is growing up on the web.
Last week, Nokia's new CEO Steven Elop wrote a scathing memo to his team at Nokia, describing the company's declining market position in mobile phones as a "burning platform". Such direct and blunt language is unusual in most corporate settings, and shows how seriously Elop views Nokia's troubles...
Senior managers are often reluctant to break rank and suggest bold new ways of working or indeed to back their colleagues in taking such decisions, preferring to stick to the safe, tried and tested mi
You probably know people whose mothers loom large - even in their adult lives. Their every move is slowed by the tugging of apron strings and the daunting consideration of what mother would thin
Organizational change usually comes from people at the top. Employees often find it hard to create change in the organization because they aren't heard.
If you really want change, and lasting change, in your company, find a way to access and ignite those with the most desire for the change and not just those with the most qualifications. Use you
