Back in September I was lucky enough to participate in IBM's centennial THINK forum in New York City . The lineup included a staggering array of CEOs of the biggest, oldest, and most influential companies in the world, several heads of state (on loan from the General Assembly sessions at the UN across town), and a handful of boldface journalists and thought leaders. For all of the power on display in that room, the real topic of the moment was insurrection.
At Statoil, we try to take reality seriously, not just a dynamic and unpredictable business environment, but also all the competent and responsible people in the company.
Organizations that thrive over the long run, in good times and bad, pay explicit attention to all these issues. Three of them, though, seem particularly crucial as we think about new challenges confronting us today.
Whirlpool Corporation recently added the “bow” to the rock-solid and deeply embedded Double Diamond process which focuses on discovery and development of new opportunities in the front end.
We all know that big, established companies struggle to respond to "disruptive" change. Blockbuster, HMV, Nokia, and Yahoo! are all current examples of companies that are struggling with this problem--they are trying to adapt, but are being held back by powerful and often invisible inertial forces...
The Deliberative Corporation is a technology-supported process for sustainable decision-making. It allows any organization or governing group to consult its population.
The Deliberatorium is a software tool designed to help organizations better harvest the knowledge and incorporate the perspectives of their members to identify solutions for complex problems, avoiding
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...