Johanna Rothman

APRIL 23, 2021

In addition, the more the people around you can exercise their critical thinking skills. Don, a CIO, attempted to “install” a common agile framework. They develop alternatives I don't consider. These last two ideas help us increase our self-esteem. Even if you might not feel that way at the time. Someone gets stuck.

Leadership 113

Leadership How To Agile Exercises 113

Kates Kesler

JULY 6, 2020

Reductions in staffing levels can destroy or erode organization capabilities or “muscle” that are at the heart of their competitive advantage and may have taken years to develop. Where does it make sense to duplicate work in order to drive differentiation and agility? What is the right level of integration? Organization Shape.

Enterprise 50

Enterprise Talent Agile Exercises 50

Melissa Agnes

APRIL 11, 2016

When an organization’s culture does not encourage employees to share knowledge and work collaboratively, information silos can grow quite quickly and prevent the organization from responding to changing market conditions in an agile manner.” Conduct team building exercises that are cross-departmental.

Culture 76

Culture Exercises Agile Education 76

Harvard Business

JANUARY 11, 2017

We call this subset of freelancers who do strategic work in companies or nonprofit organizations agile talent. Many of the benefits of agile talent have been widely reported. Tapping into your outside experts to help in the development of internal employees is a valuable way to address the needs of both.

Agile 28

Agile Talent Development Nonprofit 28

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. Though they may sound like an exercise in micromanagement, they are actually the opposite. rosmaro/Getty Images.

Agile 28

Agile Exercises Enterprise Energy 28

Johanna Rothman

JULY 14, 2020

I developed them because I was discovering the user journey through the book. Exercise your value-based integrity as a model for the people you lead and serve. Several weeks ago, I posted my innovation principles , based on Modern Management Made Easy , book 3. I needed a way to link the ideas together. Of course, I did. (So

Management 73

Management Exercises Course Productivity 73

Harvard Business

JUNE 27, 2016

While working as a director of learning and organization development at Google, eBay and J.P. So how can we develop resilience and stay motivated in the face of chronic negative stress and constantly increasing demands, complexity and change? Develop mental agility.

Energy 52

Energy Agile Survey Training 52

Harvard Business

NOVEMBER 10, 2016

Yet they are often masks for deeper feelings that we could and should describe in more nuanced and precise ways, so that we develop greater levels of emotional agility , a critical capability that enables us to interact more successfully with ourselves and the world (more on emotional agility in my new book of the same name, available here ).

Agile 53

Agile Examples Exercises Construction 53

LSA Global

JANUARY 3, 2023

In the past, leaders prioritized developing one product at a time. Execution Excellence Deliver results with accountability, resiliency, and composure while handling uncertainty , ambiguity, and dealing with interconnected system dynamics — including developing others to do the same.

Emotional Intelligence 7

Emotional Intelligence Efficiency Agile Talent 7

Harvard Business

APRIL 29, 2016

The goal of these conversations should be to develop a common language to help frame examples of how people live out the organization’s values or classical virtues. When has trust made us faster and more agile? How might character development benefit our company? How does character development reduce risk?

Ethics 28

Ethics Culture Agile Exercises 28

Harvard Business

MAY 12, 2017

The brain operates optimally when it toggles between focus and unfocus , allowing you to develop resilience, enhance creativity, and make better decisions too. Using this new and previously inaccessible data, you develop enhanced self-awareness and a sense of personal relevance. Focus or unfocus? Not all naps are the same.

Energy 28

Energy Agile Leadership Exercises 28

Harvard Business

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? As companies move to more agile operating models , they must learn to balance accountability with autonomy. How do banks switch customer relationships from branch offices to mobile phone screens?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

OCTOBER 24, 2018

The veil of ignorance is a philosophical exercise for thinking about justice and society. Influenced by this community, Accenture Applied Intelligence* has developed a fairness tool to understand and address bias in both the data and the algorithmic models that are at the core of AI systems. How does the tool work?

Tools 28

Tools Accenture Ethics Data 28

Harvard Business

SEPTEMBER 13, 2018

The capacity and willingness of managers to plan developed throughout the century. Corporations developed large corporate units dedicated to it. Why engage in a slow, painful planning exercise when you’re not even going to follow the plan? Planning twenty-first century style should be reconceived as agile planning.

Agile 53

Agile Data Fashion Banking 53

Harvard Business

SEPTEMBER 30, 2016

When individual contributors are tapped to manage large-scale projects, oversee direct reports, or participate in strategic planning, they need to develop new skill sets on the fly — skills such as interpersonal dexterity, emotional agility, and communication savvy. Developing Tomorrow’s Leaders. Insight Center.

Leadership 28

Leadership Pharmaceuticals Agile Management 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

JANUARY 4, 2017

I find these particularly relevant to personal development, as individuals often must resolve the tensions between competing values and traits and must carefully monitor their own strengths so those strengths don’t lapse into weaknesses. On the other side of the spectrum, great leaders are agile.

Agile 55

Agile Course Operations Exercises 55

Harvard Business

DECEMBER 23, 2016

Their goal is to attract, engage, develop and retain employees – moving talent into, through and out of the organization. HR systems emphasize long-term relationships and high performance, with big investments in selection and development, amortized over a long career. Extend the insights beyond talent acquisition decisions.

Talent 28

Talent Strategy Strategy Strategy& 28

Epicflow

JANUARY 31, 2023

Becoming a competent and sought-after project manager is impossible without constant professional development. The essays are based on Scott Berkun’s work experience as a project manager at Microsoft, which however doesn’t mean that his guidelines will be useful for software development projects only.

Management 11

Management Handbook Case Study Case Studies 11

Harvard Business

SEPTEMBER 5, 2016

The UK’s Department for International Development uses “results-based” aid to improve the educational outcomes of young girls in Africa and Asia. PbR can turn into a costly, risky exercise that delivers unpredictable results. There is enough time to develop innovative solutions to achieve the results.

Education 28

Education Insurance Insurance Analysis 28

Harvard Business

JANUARY 2, 2018

In the Irvine, California office of law firm Bryan Cave, managing partner Stuart Price and I led employees through an exercise to define collective norms. These discussions garner more support and empower employees to hold one another accountable for civil behavior. We asked participants: “Who do you want to be?”

Training 28

Training Training Survey Report 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. Developing Tomorrow’s Leaders.

Development 28

Development Leadership Emotional Intelligence System 28

Harvard Business

JANUARY 31, 2017

Carve out some team development time to do these exercises before your next contentious discussion. The sales person advocates for the exact opposite: more flexibility, customization, and agility. Unfortunately, our distaste for conflict is so entrenched that encouraging even modest disagreement takes significant effort.

Productivity 28

Productivity Sales Efficiency Agile 28

Harvard Business

OCTOBER 31, 2016

Originating from agile software development, the sprint has entered the business mainstream as an increasingly popular means to accelerate business model, product, or service innovation. They allow a company to be more agile and to more effectively adapt to digital disruption. Can you run fast and go deep at the same time?

Agile 28

Agile Strategy Strategy Strategy& 28

Harvard Business

AUGUST 22, 2016

Before the detangling exercise, they had fallen into the classic trap of continuing to “do stuff” when really their very senior roles were to ensure that the right things were being executed down the organization. The senior team was able to more effectively prioritize the use of their time.

Company 28

Company Sales Retail Engineering 28

Harvard Business

JUNE 25, 2018

More recently, we worked with the senior team of a large consumer product company which had been severely disrupted by smaller, more agile online competitors selling their services directly to consumers. One of the most successful began with a simple exercise aimed at helping the leaders to define their three highest priorities.

Policies 53

Policies Exercises Strategy Strategy 53

Harvard Business

NOVEMBER 7, 2018

But the most powerful drivers of change are not necessarily technological; radical improvements increasingly also come from applying new innovation methodologies like design thinking that focus on developing a deep understanding of patient experiences and invite patients and partners into co-creation processes. Insight Center.

System 28

System Healthcare Methodologies Metrics 28

Harvard Business

JANUARY 20, 2017

As a mathematical model developed by Yale psychologists Adam Bear and David Rand shows , people who are typically surrounded by jerks learn intuitively to be selfish and to not deliberate over their actions. Organizations of all kinds can benefit from talking about civility with employees. We asked employees: “Who do you want to be?”

Training 28

Training Training Study Film 28