Johanna Rothman

JUNE 15, 2020

The more we want an agile organization that might be able to bounce forward , the more we need to create an environment of thinking and trust. Relieved, I presented the signed-off document to my VP and then asked this question: “Why didn't you trust me to do what's right?” Your policies create your culture.

Policies 76

Policies Cash Flow Agile Guidelines 76

Kates Kesler

NOVEMBER 4, 2021

When a large automotive company shifted its organization model from a product center-of-gravity to a customer-centric model, its leaders initially believed the matrixed tensions were unnecessary complexity and associated tension with “failure.” 1 Networked, Scaled, and Agile. Amy Kates, Greg Kesler, Michele DiMartino.

Automotive 50

Automotive Enterprise Operations Agile 50

Harvard Business

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. At Bain & Company, we do not believe that companies should try to use agile methods everywhere. This takes time.

Agile 28

Agile How To Enterprise Metrics 28

Asamby Consulting

MAY 4, 2022

Reform your team’s meeting habits to boost productivity and business impact as a CEO (a post-pandemic approach). Too many meetings will slowly weaken productivity by splintering everyone's work into small chunks and reducing their time for deep work. Once fun and collaborative workplace cultures can easily become a drag of meetings.

Meeting 52

Meeting Tools Survey Productivity 52

Harvard Business

DECEMBER 13, 2017

Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Aron Vellekoop Len/Getty Images. Core Competencies.

Productivity 28

Productivity Management Engineering Case Interview 28

Harvard Business

APRIL 6, 2017

The true cost to business can be far greater, thanks to low productivity across organizations, high turnover, and the loss of the most capable talent. In our book Time, Talent and Energy , we note that when employees aren’t as productive as they could be, it’s usually the organization, not its employees, that is to blame.

Company 53

Company Energy Tools Talent 53

Harvard Business

JUNE 21, 2017

trillion per year; and (3) store-based retailers could profitably transition to a digital world by growing e-commerce sales cautiously enough to avoid diluting earnings and cannibalizing higher-margin store sales, while retreating to the most profitable stores and product categories that would be hardest for Amazon to attack.

Retail 28

Retail Agile Sales Engineering 28

LSA Global

MARCH 17, 2022

Substantive Influence For this dimension of influence, idea itself must be compelling, relevant, well-documented, accurate, sound in business rationale, and clearly conveyed to the target audience that you are trying to persuade. The idea is to achieve harmonious and productive interactions by appealing to style-based preferences.

Ethics 28

Ethics Agile Training Training 28

Harvard Business

SEPTEMBER 18, 2017

Through team-building exercises and the careful establishment of norms and processes, leaders aim to create a culture of trust, psychological safety, and good feeling. High-performing teams realize 10% greater market share and report 22% better performance when it comes to developing new products. We were wrong.

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

JUNE 23, 2017

Nurtured correctly, it can help a company achieve scale insurgency — a company with the benefits of both size and agility. At its worst, this can breed a toxic culture. We believe the founder’s mentality is a strategic asset. But many individual founders aren’t scalable.

Talent 37

Talent Company Culture Bain 37

Harvard Business

JANUARY 20, 2017

A recent study documented how incivility diminishes collaboration and performance in medical settings. 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. Leaders set the tone.

Training 28

Training Training Study Film 28