LSA Global

SEPTEMBER 4, 2020

One of the best ways to sabotage growth is to have so many competing strategic priorities and initiatives that it is almost impossible to devote enough time, energy, and focus to get them right. Misaligned and Underestimated Cultural Norms. Growth strategies must go through your culture to be successfully implemented.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

Harvard Business

JANUARY 26, 2018

The result is personal growth — greater emotional agility, empathy, and creativity. The first benefit is enhanced emotional agility , or the ability to not react immediately to emotions, but to observe those that arise, carefully collect information to understand the possible causes, then intentionally decide how to manage them.

Travel 47

Travel Agile Study Culture 47

Harvard Business

DECEMBER 17, 2018

.” Our solution – one transferable to other organizations pursuing innovation – has been to create an agile network of volunteer ambassadors and coaches throughout the company who have taken collective responsibility for making innovation happen and steering our organizational culture in the right direction.

Company 31

Company Agile Training Training 31

Harvard Business

JUNE 27, 2016

” Many of us now work in constantly connected, always-on, highly demanding work cultures where stress and the risk of burnout are widespread. Since the pace and intensity of contemporary work culture are not likely to change, it’s more important than ever to build resilience skills to effectively navigate your worklife.

Energy 36

Energy Agile Survey Training 36

Harvard Business

FEBRUARY 9, 2017

In these activities, speed of innovation is critical, and the rallying cry should be autonomy, small teams, and organizational agility. Its more than 2,000 employees are organized into agile teams, called squads, which are self-organizing, cross-functional, and colocated. Other areas, however, may benefit from standardized approaches.

Agile 28

Agile Culture Operations Leadership 28

Brimstone Consulting

JANUARY 19, 2021

The ultimate playbook for developing brave leaders and courageous cultures. To get ahead and stay ahead, companies need agile, flexible, innovative leaders who can anticipate change and respond to new realities swiftly. Dare to Lead by Brene Brown. Daring leadership is a collection of four skill sets that are 100% teachable.

Leadership 52

Leadership Case Interview Culture Company 52

Harvard Business

NOVEMBER 16, 2017

Can a large incumbent company rediscover how to act like an agile start-up? Behaving like an agile start-up implies speed, a sharply defined mission, and a deep understanding of customers. When companies do find a way to recapture the insurgent energy of a start-up, it’s usually because leadership has emphasized two things.

Agile 28

Agile Exercises Enterprise Energy 28

Cheryl Cran

MAY 11, 2015

The truth is that when an organization initiates a major cultural change there will be a percentage who will not want to participate with the new structure. Those who choose to leave take with them any energy that was not committed to the future and vision of where the company is heading. ” must be asked and answered daily.

Energy 20

Energy Methodologies Leadership Agile 20

Cheryl Cran

MAY 11, 2015

The truth is that when an organization initiates a major cultural change there will be a percentage who will not want to participate with the new structure. Those who choose to leave take with them any energy that was not committed to the future and vision of where the company is heading. ” must be asked and answered daily.

Energy 20

Energy Methodologies Leadership Agile 20

Cheryl Cran

MAY 11, 2015

The truth is that when an organization initiates a major cultural change there will be a percentage who will not want to participate with the new structure. Those who choose to leave take with them any energy that was not committed to the future and vision of where the company is heading. ” must be asked and answered daily.

Energy 20

Energy Methodologies Leadership Agile 20

Harvard Business

JULY 24, 2018

Fast-iteration methodologies are a prerequisite, because talent tech has to be tailored to specific business needs and company context and culture. The job of leaders shifts from mandating change to fostering a culture of learning and growth. Leaders must foster a culture of learning. Let’s look at these one by one.

Talent 30

Talent Management Methodologies Agile 30

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. As he told us, “Creating a culture of performance and results is pivotal. customer advisory boards, executive sponsorship) as well as culture.

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

JANUARY 12, 2018

All too often, individual leaders seek — indeed are incentivized — to protect and optimize their own domains, and find themselves locked in energy-sapping internal turf wars, rather than working with peers to align and improve across the entire enterprise.

Company 28

Company Enterprise System Leadership 28

Harvard Business

FEBRUARY 7, 2017

Fanatical attention to the design and management of scalable processes, routines, and a working culture by which simple, stand-alone, and standardized products are sold globally at a predictable, and therefore manageable, volume, quality, and cost. Resource architecture: What makes us good? And how good are we?)

Enterprise 28

Enterprise System Resources Agile 28

Harvard Business

MAY 16, 2016

For example, as it grew, Facebook found that its early “move fast and break things” culture had to be funneled into focused technical teams and product groups to make its product development process faster and less erratic, and for it to have a chance of meeting the demands of its new public shareholders following its IPO.

Banking 36

Banking Film Strategy Strategy 36

Harvard Business

MAY 22, 2018

The key elements are (1) startups with fully dedicated cofounders, (2) a growth board of investors, and (3) an agile team focused on capturing learnings, building capabilities, and clearing roadblocks. We recognize that this is a very different way of thinking and working for established companies. There is another advantage as well.

Company 30

Company B2B Engineering System 30

Harvard Business

MARCH 12, 2018

Despite these difficulties, it is possible for leaders to activate their employees’ seeking systems without a large overhaul to organization-wide policies and culture. Firms are more agile when they encourage employees to think up new approaches and try them out, and then get feedback about how the environment responded to their ideas.

Management 48

Management System Metrics Examples 48

Harvard Business

OCTOBER 27, 2017

Deliver a Strategy That Works by Managing Culture and Communication. You invest substantial resources, creative time, and energy in designing the right strategy. In today’s business environment, strategy planning cycles must be more rapid, dynamic, and agile than in the past. Inspiring people is part of your job.

Strategy 28

Strategy Strategy Strategy& Resources 28

Harvard Business

JUNE 23, 2017

The title of our book celebrates the internal energy and sense of insurgency that propels rapidly growing companies, but the book also warns of four predictable internal growth barriers that all too often trip up these companies during their pursuit of scale. At its worst, this can breed a toxic culture.

Talent 31

Talent Company Culture Bain 31

Harvard Business

NOVEMBER 15, 2017

Making matters more challenging, these shifts are happening across practically every retail category – books, entertainment, housewares, clothing, food, financial services, and even energy. Aligning the big picture with the day-to-day.

Retail 30

Retail Operations Productivity Industry 30

Harvard Business

JULY 18, 2016

Was this a deliberate attempt to imprison employees and stifle their energy? Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. This clear manifestation of respect powers huge inflections in organizational culture. Delivering results.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

MAY 1, 2017

Our approach is rooted in extreme programming and agile processes , and the foundation of our work environment is a pair programming culture. Reason #2: Free breakfast syncs the energy levels of our workers. While that’s true, even if no other startup around us served free, catered meals, we still would. It’s a rule.

Company 36

Company Development Meeting Agile 36

Harvard Business

OCTOBER 14, 2016

I have also used experiences that challenge participants to self-organize visits outside of their companies to stakeholder groups that matter for their future, such as a carbon-dependent energy provider visiting environmental NGOs. All can act as powerful experiential catalysts for learning and change.

Development 28

Development Leadership Emotional Intelligence System 28

Harvard Business

OCTOBER 26, 2016

This was exactly the kind of agility and customer responsiveness she was trying to encourage. That’s the agile way to do it.” Erkan Malas was FDM Turkey’s COO, and from the start he had chafed at Sena’s appointment and approach. “I can just hear Erkan saying that,” Sophie said. “So what?

Case Study 28

Case Study Case Studies Study Banking 28

Harvard Business

MAY 30, 2018

Having one identity does not automatically diminish another, and trying to turn identities on and off can waste time and energy. Biculturals are often adept at “ code-switching ,” or shifting which aspect of themselves come to the fore depending on the culture they are in. Create connections between identities.

How To 31

How To Examples Interviews Study 31