Harvard Business

JUNE 20, 2017

Culture is like the wind. For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. But culture change can’t be achieved through top-down mandate. Product packaging was redesigned to be more user-friendly and increase adherence.

Culture 53

Culture Company Enterprise Leadership 53

LSA Global

MAY 25, 2022

New strategies, competitive pressures, leaders, products, and approaches. Having constructive debate in a safe environment. The People Team faced a few complications: The Executive Team that they needed to support was not on the same page with an agreed upon vision of of how to handle internal and external disruptions.

Talent 36

Talent Agile Metrics Construction 36

Organizational Talent Consulting

AUGUST 1, 2022

Culture is acutely critical during notable change, such as M&A, and executive leaders increasingly work with and lead multicultural teams. Coaching helps leaders shift assumptions and perceptions and adopt positive cross-cultural motivation, vision, and cultural agility. How much does executive coaching cost?

Emotional Intelligence 52

Emotional Intelligence Leadership Ethics Study 52

Johanna Rothman

AUGUST 19, 2019

I started this series asking where “Agile” was headed. (I I didn't like what I saw at the Agile 2019 conference.) This part is about what “Agile” or “agile” means. I understand that people want what they perceive as the value “Agile” will bring them. Why a Manifesto?

Agile 66

Agile Software Construction Productivity 66

Johanna Rothman

JUNE 24, 2021

He thought agile approaches would work to “meet” and “enforce” deadlines. I asked Brad these questions: Do you have product or feature teams that are cross-functional and can release alone? ( Component teams create interdependencies and take much more time to finish work.). Why do you have deadlines?

Agile 85

Agile Meeting Software Government 85

Johanna Rothman

OCTOBER 6, 2020

Are you trying to make an agile framework or approach work? Maybe you've received a mandate to “go agile.” Or, maybe you're trying to fit an agile framework into your current processes—and you've got a mess. I've seen plenty of problems when people try to adopt “agile” wholesale.

Agile 111

Agile Software Construction Analysis 111

Harvard Business

NOVEMBER 22, 2016

Potential benefits to the insurance industry include: Revenue expansion: The real-time learning and adaptive capabilities of AI provide a platform for insurers to explore new product lines, geographies, and cus­tomer segments, as well as quickly identify new avenues for revenue expansion. Start small. Manage change.

Insurance 28

Insurance Insurance Industry Turnaround 28

Harvard Business

OCTOBER 13, 2016

The new role required the former CEO of Sodexo India On-Site Services to work with a team of 15 executives from different nationalities and cultures, demanding a shift to a more inclusive leadership style. Formal training programs can teach high-potential leaders the competencies they need to think globally and manage cross-culturally.

Emotional Intelligence 28

Emotional Intelligence Talent Culture Leadership 28

Harvard Business

DECEMBER 8, 2017

And what we found in our interviews was an interesting reinforcement of our prior work on employer branding and agile talent. Research led by our Agile Talent Collaborative points out that project leads who manage freelancers don’t give enough specific feedback. Autonomy: Independence, seeking choice and flexibility.

Advertising 28

Advertising Agile Talent Interviews 28

Johanna Rothman

FEBRUARY 22, 2018

Agile culture is about the ability to change. You need to know why you want to change, but once you know that, agile cultures promote change.). We (as agile teams and organizations) deliver something to get some feedback and learning. You might work for one of these companies and they want to use an agile approach.

Agile 41

Agile Culture Productivity Research 41

Harvard Business

SEPTEMBER 16, 2016

Indeed, I’m not sure I’ve met a CEO who has made learning more central to the corporate culture than Ridge has, or has found more ways to develop a thirst for learning among his colleagues. WD-40 is an unlikely setting for such a learning-obsessed culture. It is hardly a glamorous brand, but it is iconic in its own way.

Culture 28

Culture Company Case Study Case Studies 28

Kates Kesler

JUNE 11, 2014

Royal Dutch Philips is a $20B diversified consumer electronics, healthcare, and lighting products company. He reset collaborative P&L metrics and business review processes, shared by the region leaders and the global product leaders, to form tight “business handshakes,” that he regards as the center of a granular set of growth strategies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

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. In 1993 NASA was directed by the White House to collaborate with other nations on the design and construction of the International Space Station.

Operations 28

Operations Government Development Engineering 28

Harvard Business

JANUARY 20, 2017

A study of cross-functional product teams revealed that when leaders treated members of their team well and fairly, the team members were more productive individually and as a team. They generated more revenue for the company and were rated as “effective” twice as often by executives. Leaders set the tone.

Training 28

Training Training Study Film 28