Harvard Business

MAY 18, 2018

Part of the issue is how organizations view the human aspect of the closing date, which is usually treated as the end of the transaction, when it’s really just the start of change. Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty.

Agile 52

Agile Efficiency Culture Trends 52

Tom Spencer

OCTOBER 12, 2019

Using Laloux’s colour categorisations: Red, Amber, Orange, Green and Teal to describe the shifts in time, we looked at how these organisations are structured, what inspired their transition to the next evolution as well as what the general culture is like. Embracing Change. You can read more about those points here.

Management 60

Management Guidelines Change Management Study 60

Tom Spencer

OCTOBER 5, 2019

Using Laloux’s colour categorisations: Red, Amber, Orange, Green and Teal to describe the shifts in time, we looked at how these organisations are structured, what inspired their transition to the next evolution as well as what the general culture is like. Embracing Change. You can read more about those points here.

Management 60

Management Guidelines Change Management Study 60

Harvard Business

APRIL 23, 2018

NASA has moved from being a hierarchical, closed system that develops its technologies internally, to an open network organization that embraces open innovation, agility, and collaboration. This reinvention demonstrates that substantial organizational change is possible, even amid barriers such as regulations and politics.

Operations 28

Operations Government Development Engineering 28