Harvard Business

APRIL 6, 2017

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. Many corporate cultures require collaboration far beyond what is needed to get the job done. Executives can also work on culture and coaching.

Company 53

Company Energy Tools Talent 53

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

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 50

Energy Agile Survey Training 50

Cheryl Cran

MAY 11, 2015

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Energy 20

Energy Methodologies Leadership Agile 20

Cheryl Cran

MAY 11, 2015

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Energy 20

Energy Methodologies Leadership Agile 20

Cheryl Cran

MAY 11, 2015

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Energy 20

Energy Methodologies Leadership Agile 20

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. But should enterprise leadership teams also pursue cohesion? As he told us, “Creating a culture of performance and results is pivotal.

Enterprise 28

Enterprise Culture Agile Leadership 28

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. Let’s look at these one by one.

Talent 38

Talent Management Methodologies Agile 38

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. What Do Enterprise Leaders Do?

Company 28

Company Enterprise System Leadership 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 50

Banking Film Strategy Strategy 50

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. They report it energized them to work tirelessly for the company during his leadership tenure. Delivering results.

Financial 28

Financial Culture Leadership Report 28

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 37

Retail Operations Productivity Industry 37

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 53

Management System Metrics Examples 53

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

OCTOBER 14, 2016

Edelman estimates that one in three employees doesn’t trust their employer — despite the fact that billions are spent every year on leadership development. Part of the problem: Our primary method of developing leaders is antithetical to the type of leadership we need. We can’t simply think our way out of a habit.

Development 28

Development Leadership Emotional Intelligence System 28

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

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

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 40

Talent Company Culture Bain 40

Harvard Business

OCTOBER 27, 2017

Deliver a Strategy That Works by Managing Culture and Communication. The importance of active and visible leadership cannot be overstated. You invest substantial resources, creative time, and energy in designing the right strategy. Harness the Power of Feedback Loops for Better Strategy Design and Delivery.

Strategy 28

Strategy Strategy Strategy& Resources 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 40

How To Examples Interviews Study 40