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

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

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. As he told us, “Creating a culture of performance and results is pivotal.

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

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. How do we know?

Talent 31

Talent Company Culture Bain 31

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 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. At first, maybe offering breakfast was the price of attracting talent in the competitive tech startup scene.

Company 36

Company Development Meeting Agile 36

Harvard Business

OCTOBER 14, 2016

How talent management is changing. 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. Insight Center. Developing Tomorrow’s Leaders.

Development 28

Development Leadership Emotional Intelligence System 28

Harvard Business

OCTOBER 26, 2016

She also used them to scout for talent, keeping an eye out for young managers ready to move into more-senior positions and perhaps transfer to headquarters. This was exactly the kind of agility and customer responsiveness she was trying to encourage. That’s the agile way to do it.” “He hates change.”

Case Study 28

Case Study Case Studies Study Banking 28