Brimstone Consulting

JANUARY 19, 2021

Whatever their circumstances, the managers who ultimately became the focus of Gallup’s research were those who excelled at turning each individual employee’s talent into high performance.”. Technologies, products, and economies constantly change. Good to Great by Jim Collins. Quiet by Susan Cain.

Leadership 52

Leadership Case Interview Culture Company 52

Harvard Business

FEBRUARY 9, 2017

Think of new product development, or the parts of the company’s value chain and business model that are undergoing significant reinvention because of digital transformations. In these activities, speed of innovation is critical, and the rallying cry should be autonomy, small teams, and organizational agility.

Agile 28

Agile Culture Operations Leadership 28

Harvard Business

JUNE 27, 2016

The current and rising levels of stress in the workplace should be cause for concern, as there is a direct and adverse relationship between negative stress, wellness and productivity. The long-term payoff is that we preserve energy and prevent burnout over the course of days, weeks and months. Develop mental agility.

Energy 36

Energy Agile Survey Training 36

Harvard Business

SEPTEMBER 18, 2017

To explore this question, over the course of six years, we surveyed senior-most leadership teams 99 times at companies representing a variety of industries, including financial services, food and beverage, energy, technology, healthcare, and retail. We expected to replicate the importance of cohesion in this unique context. We were wrong.

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

DECEMBER 21, 2016

The Obama administration recognizes the tremendous economic potential of AI, which is why the NSCT subcommittee on the topic included representatives not just from defense and intelligence, but also the Departments of Commerce, Treasury, Trnasportation, Energy, Labor, and more. However, developing the Ph.D.

Policies 28

Policies Government Report Research 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. Do we have a talent plan to match our growth plan? How do we know?

Talent 31

Talent Company Culture Bain 31

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

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