Permission to draw fundamental distinctions between Performance Aspiration and Health Aspiration, as described throughout Beyond Performance, McKinsey & Company, represents a land
Organizations can be wildly successful, while at the same time creating an environment where their employees are ecstatic to go to work, every day, for generations to come. It means embracing ou
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...
You say your employees have autonomy, then why is everything so difficult, why are they frustrated and why do change efforts seem to fizzle away? Find out how culture and grey areas are block
The so-called shift to knowledge work was actually a shift from prefigured to configured working activities. It brought with it a shift in the locus of control over the worker's activities - fro
There is far too much pressure for a single leader to handle in these times of rapid change. If the job of leadership were to be shared, it might be easier and the leadership more effective.
The Create-Learn-Innovate-Perform (CLIP) model supports a culture of adaptive innovation for enhanced organisational performance by encouraging workplace learning and innovation through a framework of
by Joy Kosta Ben Heineman, GE's former senior vice-president for law and public affairs and currently a senior fellow at Harvard Law School and at Harvard's Kennedy School of Government, also author of "High Performance with High Integrity," says that effective leaders “find a sound balance between...